LESSONS FROM MEXICO: What Works in Public Sector Innovation & Civic Technology

March 25. 2015 Kerry Brennan

PROJECT CONTEXT

MEXICO’S OPEN GOVERNMENT PROGRAM- Mexico is the current Chair of Open Government

Partnership (OGP)

- Office responsible for ensuring implementation of National Digital Strategy

- Portfolio of implementation projects

INTRODUCTION & PROJECT CONTEXT

AGENTES DE INNOVACIÓN- Social entrepreneurs (external innovators) +

government staff (internal innovators)

- Five teams across priority ministries: - Ministry of Education

- Mexican Social Security Institute (healthcare)

- Ministry of the Interior

- Ministry of Finance

- National Institute for Entrepreneurship (within Ministry of Economy)

INTRODUCTION & PROJECT CONTEXT

THEORY OF CHANGE

AGENTES THEORY OF CHANGE

OBJECTIVE- Agents of Innovation aims to introduce a

more effective program design and decision-making model into the Mexican government, facilitating co-creation between government and citizens by implementing human-centered design methodologies.

AGENTES THEORY OF CHANGE

OBJECTIVE- Agents of Innovation aims to introduce a

more effective program design and decision-making model into the Mexican government, facilitating co-creation between government and citizens by implementing human centered design methodologies.

Program that

a particular government

new, innovative

citizen participation

change

The citizen is not at the center of

policymakers’ ideas.

New ideas need a space

to be born, nurtured,

and developed.

Government requires support

for internal innovators, and infusions of new

talent & expertise.

Project development

lacks feedback loop.

NEEDS OR PROBLEMS TO BE ADDRESSED

Project development is bureaucratic.

INPUTS

Political capital

Strategic advice, follow-up,

mentoring, and public exposure

for teams

The citizen is not at the center of policymakers’

ideas.

New ideas need a space to be born,

nurtured, and developed.

Government requires support for internal innovators,

and infusions of new talent & expertise.

Project development lacks

feedback loop.

Project development is bureaucratic. Human-centered

design (HCD) methodology and

mentoring

Specialized skillsets

OUTPUTS

‣Five creative tech-based solutions to long-standing problems.

‣A “bubble” for the incubation of new ideas within government.

‣A process of knowledge, problem-solving skills, and expertise transfer

‣Target users widely adopt the tech-based solutions developed by Agentes teams.

‣Communications raise interest and supports replication

OUTCOME

The Mexican government becomes a platform for innovation.

REBOOT BACKGROUND & ROLE

BACKGROUND & ROLE

ABOUT REBOOTReboot is a social impact firm dedicated to inclusive development and accountable governance. We help governments, foundations, and international organizations achieve their missions.

BACKGROUND & ROLE

IN PRACTICE- Research, design, implement, evaluate

- Empathy-based

- Deep, embedded research

- Draws on applied ethnography and user-centered design approaches

- Nuanced portraits of complex environments

We work to improve the relationships between governing institutions and the communities they serve.

Committing to increasing transparency, accountability, and participation is one thing, but the challenges of actually doing so are often quite another.

PROGRAM DESIGN PRODUCTS

PROGRAM DESIGN

PRODUCTSIMPLEMENTATION

What contributes to success (or failure) of open government & civic innovation programs?

METHODOLOGY

METHODOLOGY

PROCESS-FOCUSED DEVELOPMENTAL EVALUATION- Closely track the entire program implementation

- Focus on the experience of implementers & participants

- Build trust through presence, frequent interviews

- Observe meetings and milestones

- Complementary user research & testing

METHODOLOGY

ADVISORY- Sharing findings from user research to highlight

application (or not) of methodology, potential gaps and barriers to product success

- Highlighting risks to & opportunities for achieving program goals, guided by our rules of engagement

- Support in design considerations for a second year of the program

WHAT WE’RE LEARNING

INPUT

POLITICAL CAPITAL

- In order to be the most effective “outsider”, it is still necessary to understand “insider” ways of working

INPUT

POLITICAL CAPITAL

- Political relationships and influence are an important lever, but project teams are not always in a position to identify where support would be useful in the moment. Nor are they in a position to apply it.

OUTPUT

TECH-BASED SOLUTIONS

- Assuming a tech-based solution can be a major hindrance … or not.

OUTPUT

A “BUBBLE” FOR INNOVATION- Programs that create open spaces for

innovation still require significant structure — there can be too much room for innovation.

- Ensure application of the innovation methodology.

- Ensure teams continue to make progress and maintain engagement.

OUTPUT

A “BUBBLE” FOR INNOVATION- There is a “sweet spot” of institutional

buy-in.

OUTPUT

EXPERIENCE- Ultimately these types of programs are

judged externally by the products they produce, but the experience of participation in the program is critical indicator of its potential for longevity and future iterations.

- Acknowledging & mitigating risks taken by internal innovators in particular

OUTPUT

COMMUNICATIONS THAT RAISE INTEREST & SUPPORT REPLICATION

- Ultimately these types of programs are judged externally by the products they produce, but the experience of participation is critical.

OUTCOME

MEXICAN GOVERNMENT BECOMES A PLATFORM FOR INNOVATION

- Proximity alone does not multiply innovative processes.

QUESTIONS & DISCUSSION

THANK YOU!

Further questions? kerry@reboot.org

www.reboot.org @theReboot