Call for Innovations – Summaries for Case Studies and Semi-Finalists
OECD Observatory of Public Sector Innovation (OPSI)
Mohammed Bin Rashid Centre for Government Innovation (MBRCGI)
Summaries for Case Studies and Semi-Finalists
December19, 2017
Contents
Contents
Potential Case Studies
Free Agent GovCloud (Semi-Finalist)
Be Badges
Australian Trade Mark Search (ATMS) with Image Recognition & Machine-Learning
Aadhaar enabled Public Distribution System (PDS) (Semi-Finalist)
Asker Welfare Lab (Semi-Finalist)
Predictiv (Semi-Finalist)
Enhancing Seoul’s Age Readiness, the Comprehensive Plan for 50+ Assistance (Semi-Finalist)
APEX
Establishing the first Data Embassy in the world
Financial Inclusion Program for Migrants (Semi-Finalist)
Potential Case Studies
Free Agent GovCloud (Semi-Finalist)
Case # / 642044Country / Canada
Level of Gov / Central
Organisation / Public Service of Canada
Year / 2016
Category
Description / Challenges facing the public sector are constantly evolving and managers increasingly require rapid access to talent to meet short timelines. Despite this, we still rely heavily on permanent hiring. In this context, we are testing a new workforce model. In this model, public servants are free to choose work that matches their skills and interests and can be rapidly deploy to work on projects.
This current model, centered on indeterminate hiring with a temporary workforce complement, is poorly suited to deliver high quality results. Increasingly, managers will require rapid mobilization of diverse skill sets to meet shorter project timelines. The Public Service must explore new/agile models of workforce mobilization. In this context, the GoC set out to test a new form of workforce through its Free Agent Pilot based on the Deloitte GovCloud concept, developed in 2012. GovCloud proposed the restructuring of government workforces to meet the changing needs of citizens in complex environments. In May 2016, the GoC began to offer positions to public servants who demonstrated attributes deemed necessary for free agency. The pilot places emphasis on selecting public servants who display attributes seen in successful innovators and problem-solvers and who possess skills that are in demand. These "Free Agents” are able to choose their work and undertake project-based opportunities across the Public Service. They have the freedom to select work that matches their skills and interests and allows them to make a contribution that they find meaningful.
The objectives of the pilot are: 1) demonstrate the benefits of the cloud-based free agency model for HR; 2) support, develop, and retain talented public servants; and 3) increase the capacity of the Public Service to innovate and solve problems. The pilot tracks performance, project outcomes, costs, risks, and benefits in order to make broad, data-driven recommendations for the model.
Novelty / It represents a departure from the permanent hiring model. The Free Agent GovCloud model is meant to provide talent and skils for project-based work. Second, the program emphasizes individual freedom to choose projects. Third, Free Agents are screened and selected for their attributes and behaviours rather than their core skills. Emphasis is placed on selecting candidates who display attributes often seen in successful innovators and problem solvers. Finally, the speed and convenience of the model provides a unique opportunity for managers to rapidly staff their projects with little risk.
Impact / Results / When candidates enter the program, many feel they can’t demonstrate their innovation capacity and believe that doing so actually reduces their chances of career advancement, and more than half of them were seriously considering leaving the Public Service Once in the program, job satisfaction and enjoyment are considerably higher for Free Agents compared to the rest of the Public Service. Similarly, Free Agents feel much more supported to propose new ideas and be innovative in their work. Managers have also benefitted. Based on the results from a survey of hiring managers, the speed and convenience of hiring a Free Agent represent the program’s greatest value The vast majority of managers are satisfied with their work and will consider hiring a Free Agent again. Almost all managers believe that the Agents work well in teams, learn well, and have good collaboration skills. They believe the Free Agents achieve results and are creative and passionate.
Comments
Website
Be Badges
Case # / 642825Country / Belgium
Level of Gov / Central
Organisation / FOD BOSA - DG Recruiting - Selor
Year / 2016
Category
Description / Be Badges (2016) and EscoBadges (2017) are tools where people can showcase talents & skills they have acquired and share them with the labor market following the Open Standard of Mozilla Open Badges ( . A 90 seconds pitch of Be Badges via this video:
The aim of the tools is to get formal recognition of informal learning & recognition of skills obtained (either through lifelong learning or through experience) and the digital sharing of these skills with others & the labor market. This is done via digital badges demonstrating the acquired skills. The badges contain the necessary information to assign value to the skills. Selor has launched the Open Badges principle in 2016 to the Belgian labor market (
On the Be Badges platform, 3 parties come together (
- Issuers: Companies that assess the presence of competencies/experiences of candidates
- Earners: People who have demonstrated certain competencies and receive a badge
- Recruiters: These are organisations that come into contact with a badge via an earner and can use the information and act (e.g. use it in a recruiting & selection procedure)
Novelty / This project is a new and digital innovating way of tackling the problems that exists in the recognition of Previously Acquired Competences. We do this by introducing the digital Open Standard of Open Badges & actively supporting the Open Badges community in spreading this standard not only as outcomes of learning experiences but also as entry point in a labor market & building blocks of a digital CV or resume. We are unique worldwide doing this kind of innovation from within government & with the perspective on the labor market application of Open Badges.
Impact / Results / This helps get rid of (useless) retests so candidates don’t always have to invest in performing identical or similar tests, which saves tiem and money for employers and hopeful employees. It also helps recognize talent that isnt tied to a formal degree or training. The use of structured linked open data within the Open Badges Standard & the fact they can be linked to frameworks like the European ESCO taxonomy, makes it possible to have a better future job matching.
Comments
Website /
Australian Trade Mark Search (ATMS) with Image Recognition & Machine-Learning
Case # / 638682Country / Australia
Level of Gov / Central
Organisation / IP Australia
Year / 2017
Category
Description / Over 87% of company value is in intangible assets, including brands and trade marks. IP Australia has launched ATMS to help businesses thrive in a global economy. Powered by revolutionary image recognition and AI technology, the solution provides more confidence for our customers when protecting their most important assets and has significant global applicability.
There are approximately 31.5 million trade marks in force globally to be considered before entering the marketplace, and at least 8.5 million trade mark applications per year. Searching trade marks allows businesses worldwide to make informed decisions around their branding strategies. An effective trade mark search conducted before entering the market can provide invaluable business insight. Having a system that enables members of the public to search trade marks is vital. Searching Australian trade marks online has been possible since the 1990s, however users struggled to use the system.
ATMS was launched in February 2017. The solution includes a new simplified search mode breaking down barriers for novice searchers and a powerful advanced mode for expert users. The system incorporates combined image searching and machine-learning technology. ATMS can be used anywhere in the world to upload a logo and return Australian trade mark results based on visual similarity. This makes searching for images more achievable for small businesses in a search that is language independent.
Novelty / A key difficulty experienced by businesses globally is searching across trade mark images and logos. IP Australia has a unique glossary of over 3,500 English word terms describing visual elements of trade marks. This was the only way to search across the visual elements of trade marks. Novice users found the process near impossible and even experts expressed frustration at the complexities. ATMS introduced the ability to upload an image and return results based on visual similarity, with no reliance on language.
Impact / Results / IP Australia set out to build the best trade mark search solution in the world, and by all accounts, has achieved this objective.ATMS has over a million views per month. Feedback from audiences, in Australia and overseas, has been overwhelmingly positive. Data has shown a 54% reduction in calls to IP Australia relating to trade mark searching specifically, saving Australian businesses time and money. IP Australia conducted a survey with novice searchers about the new image search. 87% of respondents said they found it easy to use. The increased ability for people to perform their own trade mark searches and self-service trade mark information is expected to increase the quality of decisions in relation to their brand identity. This is expected to be seen through an increase in quality of trade mark applications in Australia, delivering greater economic benefit to Australian business. number of international IP offices have initiated discussions with IP Australia to learn lessons and adopt our model.
Comments
Website /
Aadhaar enabled Public Distribution System (PDS)(Semi-Finalist)
Case # / 641942Country / India
Level of Gov / Central
Organisation / National Informatics Centre
Year / 2016
Category
Description / Government of India Provides Subsidized food and fuel to targeted familiesand groups under Targeted Public Distribution System. However, the system is not able to reach real beneficiaries due to wrongful exclusion, inclusion, large-scale pilferage and lack of identity of real beneficiaries. and implemented cashless payment system JAM using AePS brridge.
PDS is an important constituent of the strategy for policy, to ensure availability of food grains to the public at affordable prices to aid in poverty eradication and is intended to serve as a safety net for the poor (over 330 million ppl) and are nutritionally at risk.It is the largest distribution network of its type in the world.
Large scale pilferages resulting from diversion and leakages of food grains meant for the poor populace of this country is a major problem. In addition, processes related to PDS operations and food sale are manual in nature which lead to a lot of diversions as it is not possible to probe whether actual sale happened at FPS or not. The solution is to ensure the fair Last Mile Delivery of essential commodities. The solution lies in distributing the essential commodities using electronic device with biometric authentication of any member of beneficiary in order to restraint the diversion at the FPS level. Fair Price Shops provide the only touch point for the end beneficiary in the PDS. Thus, having transparency in the functioning of FPS is critical for having greater transparency in the overall PDS value chain. Therefore, end-to-end computerization of PDS is undrway and involves electronic transactions at the FPS level. FPS Automation also intends to auhenticate the beneficiary by biometric authentication using Aadhaar.
All fair price shops in the districts are equipped with a POS device with GPRS connectivity. A beneficiary can take her/ his rationsat any FPS on authentication via finger or Iris authentications.
Novelty / Andhra Pradesh is the first State in the country to implement unique soltion of ration distribution using Point of Sale device with Aadhaar authentication ePoS in all (28,300) Fair price shops across the state.
Impact / Results / Significant cost and good savings. System adopted in AePDS is 100% completely Aadhaar based authentication at every stage of the work flow to ensure entitled Govt. schemes to reach poor with total transparency in the system and with ration portability facility for beneficiary.
Comments / The connections from the case submitters could allow us to reach the central government officials for Aadhar, which may be a more interesting identity-related case.
Website /
Asker Welfare Lab(Semi-Finalist)
Case # / 637226Country / Norway
Level of Gov / Local
Organisation / Asker municipality
Year / 2014
Category
Description / "NO decision ABOUT me, shall be taken WITHOUT me!" In the public sector, every day is a day of making decisions. How would public services look if this slogan was the bedrock of the decision making process? How would we then meet our citizens, especially those with challenging life situations, exposed to a multitude of different persons and services ?
Asker Welfare Lab is a concept for service delivery, solely centered on the citizen, in which all relevant municipal services, together with external partners of collaboration, invest together, aiming to raise the living standards, thereby bettering the quality of life of each individual and family in the program.
A totally new concept for service delivery has been developed, challenging the traditional “public sector mindset” . Most businesses with a wide variety of product lines are "silo-based". This is also true of the public sector. A municipality delivers services "from the cradle to the grave", and the services in themselves are oftentimes so different, that they have little in common, if you scrutinize them one by one. There are few common traits between mowing lawns, administering medicine and teaching someone algebra. All the services do still have one common factor - the citizen. Services are often delivered in a fragmentary fashion, thus delivering lesser value. This is especially difficult for the citizens receiving the most services, often being the citizens with the most difficulties in their lives, adding to the complexity of their life situations.
To address this, the following hypothesis was therefore developed: “What if the municipality starts thinking like an investor, investing in people, instead of just being a case worker, pushing people and paper around?” With this “investment thinking” as a starting point, the model for the service concept “Asker Welfare Lab” was developed. In the first phase of the project, the concept was created.
Inspired by the investment thinking, a new department was established within the municipality in the fall of 2014, called “Citizen Square” . Its purpose was to ensure coordination for citizens with complex needs and life situations. Here, citizens with comprehensive needs get a thorough mapping of their life situation, through just one conversation with Citizen Square. They experience having just one case worker across several services, and receive simultaneous and coordinated services. The organization model, physical design of offices and areas for meeting the citizens, along with the methods for working, were all inspired by, and built upon several of the principles from the service concept Asker Welfare Lab, that was now entering its second phase of development, involving a broader set of services and participants.
At the core of The Welfare Lab is the before mentioned Investment Team. It has gotten an extended mandate with authority to make decisions, also those that earlier had to go "further up the ladder", because they had to do with budgets. The investment team can consist of people from i.e. health clinics, kindergartens and schools, but also "Special Services for Children, Youth and Families", Child Welfare Services, the Norwegian Labour and Welfare Administration, Citizen Square, "Services for Mental Health and Substance Abuse", "Services for Work, Leisure and Relief", and "Dept. of Global Public Health and Integration". These teams receive specialized training in the investment thinking and are, together with the citizens, mapping needs, formulating concrete goals and finding the accurate measures both short and long term.
Novelty / The main difference lay in the mindset - that of an investor. Firstly, an investor has got something to invest - this meant empowering the frontline with real authority and budgetary mandates. Secondly, an investor carefully chooses what to invest in - meaning gathering a wider resource pool, researching deeper into possibilities and barriers surrounding the citizen and their network, together with the citizen. Thirdly, the objects of investment experience an increased value when being invested in - this means helping the citizen find their own "assets" and strengths to co-invest with the wider Investment Team.