contents file · web viewoecd observatory of public sector innovation (opsi) & mohammed bin...

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

December 19, 2017

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ContentsContents.............................................................................................................................................................2

Potential Case Studies........................................................................................................................................3

Free Agent GovCloud (Semi-Finalist)..........................................................................................................3

Be Badges...................................................................................................................................................5

Australian Trade Mark Search (ATMS) with Image Recognition & Machine-Learning................................6

Aadhaar enabled Public Distribution System (PDS) (Semi-Finalist).............................................................7

Asker Welfare Lab (Semi-Finalist)...............................................................................................................8

Predictiv (Semi-Finalist)............................................................................................................................10

Enhancing Seoul’s Age Readiness, the Comprehensive Plan for 50+ Assistance �(Semi-Finalist)................11

APEX �.........................................................................................................................................................13

Establishing the first Data Embassy in the world......................................................................................15

Financial Inclusion Program for Migrants �(Semi-Finalist)..........................................................................16

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Potential Case Studies

Free Agent GovCloud (Semi-Finalist)Case # 642044Country CanadaLevel of Gov CentralOrganisation Public Service of CanadaYear 2016CategoryDescription 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

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Call for Innovations – Summaries for Case Studies and Semi-Finalistsagain. 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.

CommentsWebsite

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Be BadgesCase # 642825Country BelgiumLevel of Gov CentralOrganisation FOD BOSA - DG Recruiting - SelorYear 2016CategoryDescription 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 (https://openbadges.org/) . A 90 seconds pitch of Be Badges via this video: https://youtu.be/jlYUuwwy3v4.

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 (www.bebadges.be).

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)

The project is derived from Selor's social commitment: Selor screens a high number of candidates for the presence of competences each year (up to 100,000). Only 2 to 3% makes it to an effective job. Many more candidates have had a screening that was (partly) positively but didn't got the job. We want these candidates to bring their positive test results to other employers so that they do not have to be tested again for identical or similar competencies. With this project we want to look further than formal degrees and education.

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.

CommentsWebsite http://www.bebadges.be/

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http://www.bebadges.be/

http://www.bebadges.be/

https://youtu.be/jlYUuwwy3v4


Australian Trade Mark Search (ATMS) with Image Recognition & Machine-Learning Case # 638682Country AustraliaLevel of Gov CentralOrganisation IP AustraliaYear 2017CategoryDescription 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.

CommentsWebsite https://search.ipaustralia.gov.au/trademarks

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Aadhaar enabled Public Distribution System (PDS) (Semi-Finalist)Case # 641942Country IndiaLevel of Gov CentralOrganisation National Informatics CentreYear 2016CategoryDescription Government of India Provides Subsidized food and fuel to targeted families and 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 rations at 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 http://epos.ap.gov.in

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http://epos.ap.gov.in/


Asker Welfare Lab (Semi-Finalist)Case # 637226Country NorwayLevel of Gov LocalOrganisation Asker municipalityYear 2014CategoryDescription "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,

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Call for Innovations – Summaries for Case Studies and Semi-Finaliststogether 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.

Impact / Results

The piloting phase ended in the spring of 2017, and results are now being processed. The participants, regardless of who they are, experience value from participating. A further list of benefits being reaped so far, shows that it is effective that people from different services work together. Cooperating with the voluntary sector makes the solutions overall better, especially when representatives from sports clubs and community centrals have participated in the Investment Teams with the families.

CommentsWebsite https://www.asker.kommune.no/om-asker-kommune/innovasjon-i-asker/

innovasjonsprosjekter/

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Predictiv (Semi-Finalist)Case # 635306Country United KingdomLevel of Gov CentralOrganisation The Behavioural Insights TeamYear 2016CategoryDescription Predictiv is a web platform that enables governments to test whether new policies and

interventions work with an online population before they are deployed in the real world. The tests take 1 to 2 weeks to complete, enabling policymakers and Ministers to get answers to questions that would have taken months (or years) to answer in the past.

We built Predictiv to help policymakers rapidly answer questions about the best way of putting in place a new intervention or policy before it goes live. In the past, this might have involved months if not years of research. With Predictiv, we are able to answer critical policy questions in days. Predictiv is an online platform that enables governments to run randomised controlled trials with an online population of participants. This enables policymakers to test different versions of interventions, policies, or campaigns that they are about to run, to see which one is most effective at achieving the desired outcome. Predictiv has been used by government departments and agencies to test what the best way of encouraging people to make financially sound choices might be; which letters they are about to send out are easiest to understand; and which food labels are most likely to encourage people to make low carbon choices, among other things.

Novelty Predictiv is a unique platform. It enables organisations to run gold standard research projects, in a fraction of the time that it normally takes.

Impact / Results

Of the roughly 30 trials run through Predictiv so far, we have already seen the results shape government policy. For example, the Government Equality Office and the Department for Work and Pensions are using the results of one Predictiv trial to change the government communications around shared parental leave, and Greater Manchester Combined Authorities are currently rolling out a version of the simplified Privacy Notices trialed through Predictiv across the Working Well back-to-work programme and looking at how the approach could be applied to other programmes in the region. However, this is just from Predictiv's earliest work, and we expect its impact to grow. Firstly, we have trials which have either been recently completed or are soon to be completed, which we expect to have direct impacts on future policy. For example, the large programme of work as part of the Financial Capability Lab will be coming to a close towards the end of this year, at which point we look forward to the most successful innovations from the Predictiv trials being taken forward to field trials and subsequent policy innovation. In addition, as we develop the platform to enable greater use of templates and capability to be used in international contexts the functionality of Predictiv will be available to a wider range of policymakers and organisations, further maximising its impact.

CommentsWebsite

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Enhancing Seoul’s Age Readiness, the Comprehensive Plan for 50+ Assistance �(Semi-Finalist)Case # 648920Country KoreaLevel of Gov LocalOrganisation Seoul 50 Plus FoundationYear 2013Description Seoul Metropolitan Government (SMG) announced the “Comprehensive Plan for

50+Assistance” as a measure to enhance the city’s age readiness by supporting the younger elderly. The plan is one of the SMG’s social innovation model that has transformed towards the convergence of public policies to utilize the 50+generation as a meaningful social capital to cope with the city’s aging issues.

The fast aging of the Korean population is due to the world’s lowest fertility rate and partly to the country’s two baby booms. With a wave of large-scale retirement of Korean baby boomers, how to plan middle-aged life after retirement has emerged as a serious social problem. Against this backdrop, an NGO ‘Hope Institute’, led by the current Mayor of Seoul, propelled the idea by launching initiatives titled ‘Happy Senior’ and ‘Designing Happiness Academy’ in 2006. The initiatives were driven by a belief that Koreans 40-60 need support to create their new life models for their later life. While ageism is rife in the Korean society, the initiative had taken an innovative and bold approach by embracing the older generation as an active social actor.

The 50+movement as a policy distinctive from the existing welfare policy. A “Comprehensive Plan for the 50+ Assistance” was announced by the mayor in 2016 after more than a 2-year preparation period from 2013, with a pilot operation of the Post-Retirement Support Center during his first term. According to the needs assessment of 50+generation conducted in 2015, three major concerns were; ‘they feel insecure’, ‘they have nowhere to work’ and ‘nowhere to go.’ Thus, the 50+Policy focused on resolving the three major concerns by providing a platform for ‘Learning & Exploration,’ ‘Job & Social Engagement’ and ‘Culture and Infrastructure. The main mission of the 50+Policy is to “create a new life vision for Seoul’s 50+generation’, by tackling the challenge of social isolation, and thus to increase the social connectedness of 50+generation.

The nucleus of the plan was to establish 50+social infrastructure across Seoul; thus, the establishment of the Seoul 50 Plus Foundation and 50+campuses. Establishment of an independent organization was done to to ensure coherent, consistent and sustainable delivery of the 50+Policy. The 50+Foundation/Campuses/Centers are complex support centers and cultural space for the 50+generation to interact among peers and drive changes to their 2nd act of life. The 50+Foundation/Campuses/Centers contribute to raising awareness and expanding network among the 50+ through campaigns and community platforms. Besides, the 50+Foundation develops a system for private and public partnership.

Novelty Novelty in conveging previously nonexistent or disconnexted services around the lives of seniors in an integrated way. The convergence of different services area has enabled the 50+Policy to provide a one-stop service from counselling and education/training to social engagements. People in the target group have shap and evolve the policy/program, thus the 50+Policy has been designed as a “50+driven/powered” � public service.

Impact / Results

Expected impact of the policy is as envisioned in our mission; to create a new life vision for Seoul’s 50+. Results expected are: early settlement and successful operation of the multi-campus by establishing and

fully-operating six campuses by 2020 and to provide 50+tailored education and counselling contents

To conduct policy and practical research; to coordinate 50+led research; to publish 11

Call for Innovations – Summaries for Case Studies and Semi-Finalistsregular policy briefs; and to organize (international) 50+Policy forums

Creating and promoting a 50+job-models for public and private sectors (including finding suitable jobs or venture capital for potential entrepreneurs)

Building an eco-system to promote 50+culture and cooperation Establishment of an information system to be the 50+hub which will provide an

integrated service to Seoul citizens and to collect precise data and statistics to measure policy effectiveness.

Comments Unclear the extent to which the program has been implemented.Website www.50plus.or.kr

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APEX �Case # 650223Country SingaporeLevel of Gov CentralOrganisation Government Technology Agency of Singapore (GovTech)Year 2017Description APEX is a whole-of-government API platform where public agencies can share data and

services with other agencies and private entities. APEX simplifies API management by providing uniform governance, consistency and reliable performance. It enables innovation through a central catalogue and self-service portal where innovators can select APIs to create new services and experiences for citizens.

In today’s fast-paced and digitalised world, government agencies need to evolve quickly to stay relevant to citizens. Old methods of data acquisition and transfer are too slow to satisfy citizen’s needs. Instead, there is a desire for innovative and integrated government services through which data is shared seamlessly between public agencies. Equally appealing are the potentially more targeted and citizen-centric products that businesses can offer if given access to selected agency data. APIs are one such means of achieving these goals.

The Singapore government envisioned a centralised whole-of-government platform that would allow all government agencies to share data amongst themselves and with private enterprises through APIs. This forward-looking measure would solve challenges such as inconsistent data sharing standards. APEX was born to address these issues. APEX provides a secure data sharing environment where agencies’ APIs are protected by authentication policies that conform to the latest security standards. Round-the-clock monitoring and transaction logging also ensure high system availability and access tracking. APEX simplifies API management by providing a user-friendly portal though which users can perform self-service actions to initiate workflows for publishing and accessing APIs. In addition, APIs served through APEX are surfaced in an API catalogue that can be freely browsed by other users.

The success of APEX is evident in the number of projects and agencies that it continues to onboard daily since its launch. APEX has established itself as an enabler for agencies to rapidly deploy APIs and propagate data for consumption by other agencies and business enterprises to drive their own innovations. APEX supports the vision of innovative and integrated government services fuelled by a mindset of collaboration and data-sharing. We envision a world in which quite literally, everything connects.

Novelty APIs and API gateways are neither new nor innovative technologies. The innovation and value of APEX however, comes from making these technologies more accessible and increasing their adoption in government. With this mind, we built APEX a little differently from most government products: BUILT WITH THE USER IN MIND APEX was built to remove barriers of entry to agencies using the platform.

BUILT TO PROMOTE SHARING, NOT SILOS APEX aggregates all APIs served through it in a catalogue. Users can browse and search the catalogue for relevant APIs which may spark ideas for collaboration with other agencies.

BUILT FOR EXTENSIBILITY, APEX was built by an in-house engineering team using the Agile methodology. This allows APEX to rapidly evolve with new features to meet new needs. APEX was also built on a micro-services architecture powered by RESTful APIs. This allows APEX to easily integrate with new systems both upstream and downstream.

Impact / RAPID ADOPTION In the 2 months since its launch APEX has on-boarded 9 projects from 13

Call for Innovations – Summaries for Case Studies and Semi-FinalistsResults across 5 agencies. These projects served a total of more than 625K API calls last month.

These figures are growing rapidly as APEX gains traction as a reliable API platform.

PRIVATE-PUBLIC SECTOR COLLABORATION APEX bridges the physical separation between the government intranet and public internet. This makes it possible for government agencies to publish APIs to share data hosted in the intranet with commercial entities with services deployed on the internet. An example of this would be one of our pilot projects - myInfo. myInfo was developed to share basic citizen personal data hosted in agency databases with banks to facilitate consumer bank account creation and bring convenience to citizens.

REDUCED DEVELOPMENT COSTS FOR USERS APEX removes the need for users to handle many of the security challenges of serving APIs to a large consumer base as part of the development of their own projects. APIs served through APEX can be protected through appropriate authentication polices to ensure only authorised applications may access data.

Comments Technical but highly innovative and very difficult to achieve. Fits interconnectedness.Website https://portal.apex.gov.sg (only accessible via Intranet)

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Establishing the first Data Embassy in the worldCase # 635538Country EstoniaLevel of Gov CentralOrganisation Ministry of Economic Affairs and CommunicationYear 2017CategoryDescription Estonia is highly dependent on its information systems. Therefore, the concept of data

embassies was developed: hosting server locations outside of physical space of Estonia that are legally under the Estonian jurisdiction. This would allow to create copies of key registries that could be used in case of a major availability incident in the country.

Data Embassy is an extension of Estonian government cloud, which means the Estonian state owns server resources outside its territorial boundaries. Those resources shall be under the Estonian state control, and shall be usable not only for data backup, but also for operating critical services. Data Embassy is established in order to ensure digital continuity of the Estonian highly developed information society. Active implementation of the “paperless governance” � policy has brought Estonia to a situation in which essential registries, e.g. land register (contains information on land ownership) exist digitally only and also has evidential value only in digital form. Therefore, data embassy creates an additional security guarantee for sovereignty of Estonia. The main objective of the Data Embassy is to ensure the country's digital continuity in the event of terrorism, a natural disaster, a large-scale cyber attack, power failure or other crisis situation, among others. Those server resources would be fully under the control of the Republic of Estonia.

On 20th June 2017, Prime Minister of Estonia Juri Ratas and Prime Minister of Luxembourg Xavier Better, signed the bilateral agreement between the two governments with the aim to ensure the immunity of data and the systems, which are stored in Luxembourg's government owned data centre. This agreement creates the basis for establishing the world's first data embassy. The Data Embassy shall accommodate the essential data and critical databases (such as Land Register, Population Register, Business Register, Land Catastre, State Gazette and other critical information systems for operating the state functions) to ensure the continuity of the Estonian state for its residents and e-residents.

Novelty The Data Embassy project creates the new normality where the state distributes its critical data and information systems in co-operation with other states to increase its digital contuinity and security. The Data Embassy is innovative from the inter-governmental relations, legal and technical perspective. With this project, first time in the world two countries bilaterally agreed to expand the Vienna convention on Diplomatic Relations to the hosting of data and information systems. Additionally, new decisions have had to be made on how to maintain and prove exactly one understanding of registry entries and of their order in case of imperfect communication between a data embassy and the Estonian server rooms. To overcome this, new technological solutions shall be developed, including using blockchain techology for ensuring the integrity of data for instance.

Impact / Results

Data Embassy solution has opened new page in the International law and the idea also supports the free movement of data within European Union. Additionally, Data Embassy enables to test and implement new technological solutions for cyber security (including the usage of blockchain and secure multi-party computation technologies). The world's first Data Embassy will validate how important is to ensure the digital continuity of the state and how it is possible to build distributed systems which could help to increase the state's security and digital continuity.

CommentsWebsite https://e-estonia.com/estonia-to-open-the-worlds-first-data-embassy-in-luxembourg/

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Financial Inclusion Program for Migrants �(Semi-Finalist)Case # 652530Country MexicoLevel of Gov CentralOrganisation National Savings and Financial Services Bank (BANSEFI)Year 2017Description As a development banking institution in Mexico, BANSEFI in concert with financial sector,

responds to the need for financial services through mechanisms that stimulate financial inclusion. Thus, in an effort to offer financial products and services to co-nationals returning to the country due to a repatriation process, 12 service modules have been installed to offer many financial services.

In view of the current situation of Mexicans in the US, a series of actions are being implemented to further protect the rights of our co-nationals in said country, as well to offer both Mexicans abroad and those who have returned to the country access to different federal government programs and support. The repatriation of co-nationals is done at the Points of Repatriation established by the INM along the borders, and at the Mexico City airport. According to the INM’s experience, returnees generally arrive without any belongings, but sometimes with money. Their main requirements to enter Mexico are: a) work, b) health insurance, and c) financial services. In order to participate in public policy on migrant protection, BANSEFI aims to enrich migrants by offering them financial information that facilitates decision-making and enhances the use of financial services. Therefore, BANSEFI created the Financial Inclusion Program for Migrants to encourage co-nationals in the process of repatriation to open savings accounts that offer them more security and thus enhance their access to various products, programs and financial services.

Novelty This program is new and there is no public policy on financial inclusion for migrants. This program consists of offering repatriated co-nationals access to financial products and services, as well as financial education, specifically designed to meet their needs and give them access to formal financial mechanisms under better financial conditions. The main purpose of the program is to reduce the vulnerability of this segment of the population by offering them tools that allow them full financial inclusion by opening savings accounts. Generally speaking, the program seeks to improve co-nationals’ quality of life. Specifically, it intends to: Contribute to the federal government program as a development bank by offering the

support and guidance co-nationals need to generate financial inclusion. Stimulate financial inclusion, increasing the availability of financial products and

services that allow co-nationals to have options to deal with their current situation and improve their quality of life.

Encourage a more efficient use of the financial instruments available and offer co-nationals greater security.

Create tools and knowledge that allow co-nationals to make better decisions and improve their well-being and productivity.

This program is unique because the National Banking and Securities Commission has authorized the use of the Certificate of Admission of Repatriated Mexican Citizens issued by the INM at bank service modules at the points of repatriation as an identification document and proof of residence. In this way, returnees can open accounts in national currency, as well as carry out transactions in terms of money exchange for a monthly maximum accumulated amount of $4,000 USD.

Impact / Results

The financial services have been well-received by co-nationals going through the repatriation process. The social and financial inclusion of returnees will have a significant impact on family well-being and Mexico’s development.

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Call for Innovations – Summaries for Case Studies and Semi-FinalistsWebsite www.bansefi.gob.mx

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