Different Angle: How To Achieve An Impact in A Public Innovation Project?

diﬀerent
angle PERSPECTIVES
ON PUBLIC
I N N O VA T I O N
(Otro Ángulo: Perspectivas de Innovación Pública)
How to Achieve an Impact in

a Public Innovation Project?
The Experience of Agile
1
This work is available under Creative Commons license
Attribution-NonCommercial-ShareAlike 4.0 International
(CC BY-NC-SA 4.0) http://creativecommons.org/licenses/
by-nc-sa/4.0
How to quote this book?

A Different Angle: Perspectives on Public Innovation.
How to Achieve an Impact in a Public Innovation Project?
Team in charge Experience of Agile. Laboratorio de Gobierno (2021),
CRISTÓBAL ABEDRAPO, LORENA TORRES, MYRIAM MEYER, Government of Chile.
TERESA ECHEVARRÍA
Edition: DANIELA HERRERA Content: ÁLVARO CARREÑO,
CATALINA GUTIÉRREZ, CRISTOBAL ABEDRAPO, LAURA
GONZÁLEZ, LORENA TORRES, ORLANDO ROJAS, TERESA
ECHEVARRÍA, ROMAN YOSIF Design: MYRIAM MEYER,
TOMÁS DINTRANS Photography: GOVERNMENT LAB
COMMUNICATIONS TEAM, PALOMA PALOMINO, SEGPRES These publications were created with the support of the
COMMUNICATIONS TEAM. International Development Bank.
2
Contents table
5 Presentation
7 Why develop an Agile service for public innovation?
13 Agile value proposal
21 An Agile Model for Public Innovation
51 Innovation Cases Developed under the Agile Model
What have we learned innovating with institutions

85 and civil servants?
3
Scheme 1: Service model of the Government Lab in Chile.
4
Presentation
This volume of the series A Different Angle: Perspectives on Public Innovation,
deepens on the emergence and operation of the Agile Consultancy (Consultoría
Ágil) service of the Government Lab (Laboratorio del Gobierno), demonstrating the
contribution of this new approach to develop public innovation projects, based on agility
and experimentation.
Since the creation of the Agile Consultancy service in April 2018, the mix of methods,
disciplines, and tools from various international benchmarks, led us to generate this new
way of facing and solving innovation challenges in the state. In this volume we address
both the strategy and the methodological configuration achieved from the experience
accumulated in fifty developed projects.
Since its beginning, public innovation labs have had the challenge of generating
concrete, relevant and sustainable solutions to improve the state services. In the
Government Lab’s particular case, the application of this type of agile innovation
projects in the Public Sector has generated a multiplicity of lessons, which we believe
goes beyond the borders of the Chilean reality. Here we show how the phases of the
model and areas of innovation address the complexity of each public problem when
implementing transformations in the state, always focusing on people.
Today we can share the results and the impact achieved in emblematic projects, and the
experience of how the Lab has generated value for both the users and the institutions
with which it has collaboratively worked over the years.
We hope that this publication becomes a source of inspiration and relevant knowledge
for all who wish to promote innovation projects in public institutions, whatever their size,
area, location, or antiquity. Finally, we are deeply grateful to the many institutions and
civil servants who have directly or indirectly collaborated in its contents, either through
their participation in each of the projects, as well as in their collaboration by analysing
and sharing their experiences working under this new paradigm.
5
6
HOW TO ACHIEVE AN IMPACT IN A PUBLIC INNOVATION PROJECT?
THE EXPERIENCE OF AGILE
Why Develop
an Agile
Service
for Public
Innovation?
7
During the first years since its creation in 2015, the Government Lab developed a service
model which supported innovation in the state with different work lines that combined diverse
methodologies and forms of support for institutions. From its initial administrative affiliation to the
Chilean Economic Development Agency (Corfo) and its dependence on the Ministry of Economy
in its original design, the Lab considered three main focuses: the transfer of direct resources to
different public and private institutions or civil society organisations to develop solutions to public
problems defined under the modality of open innovation programmes; the training and generation
of innovation capacities for institutions; and lastly, direct accompaniment in the execution of
innovation projects.
As of 2018, the Lab is evolving towards a new strategic dependency, from this moment on placing
itself as part of the Ministry General Secretariat of the Presidency. This new status, closer to
the government centre and its key challenges, in addition to the lessons learned from previous
projects, shaped a change in the service model, aiming to face new and important challenges and
opportunities for the transformation of public institutions.
The new strategic context required a greater impact on the transformation of public institutions.
Simultaneously demanding a significant decrease in the resources historically allocated to the Lab,
mainly those intended to directly finance innovation in public institutions. This new reality meant
an internal restructuration, aimed at focusing and optimizing the resources available in the work
team's human capital, as well as to seek results with
impact through an innovation support model for
services mainly based on collaboration and direct "The Government Lab has been
support of the Lab's professionals. a great fellow partner to
design citizen-centred public
So how can a greater innovation impact be achieved policies. We have performed a
in institutions through an accompaniment model hard and sustained work over
that optimises the use of resources? For the team, the the years, in the field, with
answer was to develop an agile and flexible consultancy focus groups, listening and
service for public innovation that accompanies understanding people's sorrows
institutions in their innovation processes of the and interests; and from there,
prioritised areas of the government agenda through a we have created concrete
clear process measured by its results. measures to simplify their
lives".
Marcelo Mosso,
National Director of the National Health
Fund (Fonasa).
8
The Agile Consultancy service represents a new paradigm of support for the transformation of
public institutions, which seeks to generate sustainable and high impact solutions, through a
process that combines innovation approach from design, putting the user at the centre and
ensuring that the solutions developed effectively respond their needs, along the best agile
management practices, to promptly provide solutions under a sustained pace of collaborative work,
and that engages all relevant actors with its implementation above all.
9
Agile in Numbers
57
Public
innovation
consultancies
carried out
between 2018
and 2021
34 Institutions
have been part
of consultancy
projects
10
29 Innovation
development
28
projects
28 Methodological
consultancies
Innovation
solutions
implemented*
* Each project may result in more than one

solution to be implemented as part of the
result of the innovation process.
"To work with the Government Lab has been one of

the best decisions we have made at the Council in
recent times. It mainly helped us to internally look
at how we were working. This coincided with the tenth
anniversary of our institution, and we felt that with
this journey we needed to look at ourselves again and
review our mission and vision. It was very useful to
open the possibility to share and project the future
and to be able to redefine what we expect from our
institution for the next ten years".
Gloria De La Fuente,
President of the Council for Transparency.
11
12
12
Agile
Value
Proposal
13
13
The Agile Consultancy
service consists of
accompanying public
institutions in the
exploration and co-
creation of solutions to
their priority problems,
using agile and people-
centred innovation
methodologies.
The great imperatives the state is currently facing, such as the need to improve the efficiency of its
spending, to increase people's trust, or to strengthen greater intersectoral coordination and with
the local level, make its service and programmes' transformation first and foremost a duty, and
secondly, that they must incorporate a comprehensive vision of considering the user as the centre
of their design and implementation, leaving aside the traditional logics with which they used to
work.
But in this new duty to innovate in the state in which public institutions operate, the mere fact
of knowing this goal does not ensure that they will act in accordance with this mission. Problems
like structural inflexibility, low skills in innovation matters, lack of direct incentives to change,
internal resistance, combined with the existence of the political cycle that hinders the continuity
of initiatives projected at the medium– or long–term, make the mere thought of embarking on a
project to transform their services seem an infeasible idea.
To acknowledge this scenario, the Agile Consultancy service seeks to understand the overall need
to transform the state and the sorrows that services have to embark on an innovation project,
generating a model aligned with those incentives, by proposing a three–way support to generate
value:
14
Generation of Validated Solutions
A co–creation model of solutions to the
problems defined from an experimental logic
that implies testing different developed
concepts and with it to generate evidence of
the benefit they provide.
Installation of Sustainable Practices

A collaborative work method in which teams
of civil servants from the institutions
themselves actively participate in the
development of their solutions, incorporating
relevant learning for their sustainability.
Accompaniment in the Implementation

A commitment to support from start to finish,
considering a key partnership during the
implementation of the developed solutions,
involving the necessary change management
support within the institution, to achieve
concrete innovations that are executed and
present tangible results.
15
15
Scheme 2: The value of public innovation consultancies.
IMPERATIVES
Trust in the State Inter-sectoral

Efficiency in tax
and legitimacy of and local level
expenditure
public policies coordination
SORROWS
Structural Lower Lack of Internal

rigidity skills incentives resistance
Validated solutions
Sustainable practices
Accompaniment
IMPROVEMENT RESULTS
Productivity of the Quality of public

institutions services
16
Based on this value proposal, we seek to generate a sustainable innovation model in public
institutions, where not only the collaboratively worked solutions are implemented in a concrete
manner, but also, based on the method learned, thus the different service teams can replicate the
innovation processes and independently address new problems they could face.
In Which projects is the Agile

Consultancy Involved?
Agile is a consultancy model that involves a high commitment of working hours by the Lab team. To
acknowledge the need for prioritisation based on the potential impact of projects and the efficient
use of resources, a project selection model has been established using these criteria:
• Defined initial problem, which allows for exploration from

the innovation methodology.
• Potential impact of the posed problem and of the

institution on people's quality of life.
• Declared strategic commitment of the institution with the

project, materialised in the provision of officers’ work
dedication (partial or total) during its development.
• Level of alignment of problems with the central

government's priority agenda.
17
18
pact
im
r
e
Us
rn c with the
PRIORITARY
t age n d a
PROBLEM
for
Ke th
m en
v e s yn
pr
y e
i
in orit
go I n
st y
itu
t io n
Scheme 3: Prioritisation
factors for Agile
Consultancy.
The projects received are analysed by the Government Lab and the decision to implement
them is taken by the Executive Committee for State Modernisation, which is also made up
of other agencies and institutions, such as the Secretariat of Modernisation of the Ministry
of Treasury (Secretaría de Modernización de Hacienda), the Presidency of the Republic,
the National Budget Office (Dipres), the Civil Service, the Digital Government, and the
Inter-Ministerial Coordination Division (DCI).
19
20
20
An Agile
Model for
Public
Innovation
21
21
The working model on which Agile is based is a response to the new reality in which the Lab
operates, currently from the centre of Government since 2018, and to the need to generate results
with tangible impacts for citizens. Although its components, methodology and management
practices are the result of continuous evolution and learning, the Agile Consultancy service working
model for developing public innovation projects may inspire and be replicated by other services,
whatever the reality in which they operate.
Model Components
The way of addressing public innovation projects from the Agile Consultancy service approach
implies a working model combining diverse learnings and capacities that jointly generate
advantageous conditions to develop high-impact solutions for institutions and their users.
Thus, based on the learning obtained in the Lab's first years and from the realisation of fifty seven
Agile Consultancy projects since 2018, the working model can be summed in four key components;
a set of principles that guide the work, a specialist team from various disciplines with general
innovation skills, an Agile approach to manage the projects’ complexity, and a methodological
approach to solve problems from a people-centred design.
Scheme 4: Interaction of Agile model components
Public Innovation Principles
Agile approach Innovation

to manage the methodologies
projects with an approach
from design
Diverse team with common skills

22
1. Public Innovation
Principles a.
People at the
center
Inspired by a people-centred design, as well as on the
continuous reflection of the Government Lab team, these
principles provide guidance on how to work during all the
development phases of a public innovation project, aiming
to be as effective as possible in solving the right problems
and implementing the best solutions for institutions and
their users.
c.
Co-creation
b. Multidimensional
approach
d. Evidence-
based
e.
Implementation-
oriented
23
23
While these principles apply to every project addressed from the Agile Consultancy, each of them
frames the public innovation paradigm that transcends all the actions of the Government Lab
and its different services and, hence, they have been previously presented with further detail in A
Different Angle: What is the Chilean Model of Public Innovation? Six years of the Government Lab.
2. A Diverse Team with Common Skills

The second key component within the Agile Consultancy service model is the work team
composition and profile, which should contemplate the combination of each member's general
transversal skills, as well as specific and deep skills in different knowledge areas that might be
considered key to support the development of a public innovation project.
The generalist skills refer to each of the professionals involved in the project being able to develop
the different methodological phases of the innovation process in a transversal manner to meet
the set objectives. For this, we emphasize on the skills related to the discovery and research
of problems, general knowledge, and skills in the ideation, prototyping and testing techniques
application, as well as skills to manage the implementation of solutions, and to be able to facilitate
work and communication instances with those involved in the project.
The previously described focus is complemented by

specific specialist skills of each of the team members,
in knowledge areas that are defined according to the "The Government Lab is one of
addressed problem. Within this type of skills, the team the institutions that have made
of an Agile Consultancy project in public innovation a positive difference in terms of
may include disciplines ranging from technology innovation in the state; on one
management to graphic design, social research, data hand with the mere creation of
science, process management, service design, users the Lab, its team, work dynamics
experience, change management and behavioural and consolidation in recent
science, among others. years; and on the other, with
the accompaniment in concrete
We can refer to this combination of professional skills intra-entrepreneurship processes
approach as “T” profile, since each professional must in state institutions, achieving
develop the transversal skills required by the public to accelerate the ideation and
innovation methodology, and in turn, have depth in their implementation processes of
respective field of knowledge. projects intended to improve the
quality, scope of the attention
and service to citizens".
Wilson Pais,
Director of Business & Digital Ecosystems,
Microsoft Latin America.
24
Scheme 5: Common and specific knowledge and capacities of the T-profile.
General Transversals Skills
Prototype Pilot and Facilitate and

Discover Envision
and test assess communicate
Social investigation
Service design
Behavioral sciences
Specific and deep knowledge
Process design
Public management
User experience
Graphic design
Data science
Information technologies
Change management
This type of work team profile forces the Government Lab to develop internal talent management
actions, in order to attract, retain and develop transversal skills significantly in the work teams.
This knowledge and skills have an impact in the transmission and generation of key material for
the development of innovation capacities in civil servants who are part of the Network of Public
Innovators (Red de Innovadores Públicos) from their connection and training service.
On the other hand, external to their innovation project in institutions supporting function, the Lab
promotes the generation of generalist-specialist skills in civil servants, as well as the formation of
multidisciplinary teams made up of professionals from areas related to the heart of the institutional
function, and also back office, seeking to converge different people and their knowledge in
sustainable public innovation projects.
25
26
"To make a closer state for people a
reality has been the motivation of our
management at the General Treasury of the
Republic. For this, we rely on engaged
civil servants, whose innovative ideas
have allowed us to deal better with the
pandemic. The support of key partners as
the Government Lab has been essential in
the creation of new and improved services
for our taxpayers".
Ximena Hernández,
General Treasurer of the Republic.
27
3. Agility as an Approach to Manage Complexity
When it comes to solving public problems, we must consider that it is impossible to predict the
outcome of the project. This, due to the potential complexity of their management, not only
because of a possible high technical level, but also for the diversity of interactions between the
people involved. It should be noted that in the public sphere, various interests of different actors
constantly converge, which means that the execution of a project that may seem simple, might be
complicated by those interactions and interests, perhaps implying that solutions that work from the
design, may never see the light of day.
This is where the Agile approach to project management comes in by taking care of the
uncertainty produced by interaction and making flexible and adapting the project's
development phases risks are mitigated. This promotes greater institutional adoption, as
concrete results are presented to all relevant actors.
Some practices of agile methodologies incorporated in the management of public innovation

projects are the following:
a. SHORT FEEDBACK CYCLES UNDER A SUSTAINED WORK PACE

The public innovation projects developed by the Government Lab are organised in agile
work cycles, which have a defined duration and objectives before their commencement;
hence, focusing the different teams' resources and energies for said duration. Generally, the
cycles respond to activities related to fulfilling each of the methodological phases explained
further on and have a duration from two to six weeks.
b. REDEFINITION OF PRIORITIES UNDER A CLEAR GOVERNANCE AND A COMMITTED

INTER-AREA TECHNICAL TEAM
Each project is structured with a pre-defined governance, in which an Executive Committee
made up of the main authorities is formed, who meet between cycles to review the work
progress and make timely decisions on prioritisation and change. Likewise, a technical
table made up of representatives from the different transversal areas of the institution,
such as Administration, Communications, Technology, Law, among others is made, to
review progress and indicate from their expertise area the different risks and opportunities
identified to guide the destiny of the project.
28
c. FREQUENT DELIVERIES AND SOCIALISATION OF RESULTS
Each work cycle ends with a socialisation and appropriation activity called Demo, in which
all participants and authorities of the institutions related to the project are called to expose
the findings, learnings, solutions and progress of the work during the cycle, gathering
institutional commitment for its implementation.
Scheme 6: Type structure of an Agile work cycle.
Type cycle
Week 1 Week 2 Week 3 Week 4 Week 5
Planning and Demo and

Field and work
training assessment
Technical tables and Executive Committee
4. Innovation from Design as Methodological Base
Since its creation, the Government Lab has incorporated and promoted as methodological base
for public innovation processes an approach based on Design Thinking, which can be summed up
as "an approach to innovate that integrates people's needs with what is technically feasible and
viable at the business level to generate value” 1 .
This widely used approach in innovation processes of different areas, has certain particularities
when applied to the public sphere, where we mainly understand innovation as that which can
generate value for citizens, proving a positive impact with the objectives of the related public
service or policy, while presenting a real potential of being successfully implemented within the
institution based on the available resources and developed capacities.
1 Brown, T. (2008), Design

thinking. Harvard Business
Review.
29
Scheme 7: Conceptual description of public innovation from the perspective of the Government Lab.
Methods with
potential within
the institution
Value for
citizens
PUBLIC
INNOVATION
Impact
This triple focus, which must be subject to analysis as part of the innovation generation process in
the public sphere, suggests the use of methods and tools not only from the design area, but from
the combination of several disciplines that allow us to carry out a profound and comprehensive
work to develop an in-depth understanding of what we need to generate.
How Does This Approach Set a Process to Innovate

in the state?
To address public innovation this approach comprehends various elements proper of the design
discipline that have been incorporated at the methodological level as a way to structure
innovation processes. Based on this, three central elements stand out that constitute a pillar of
the Government Lab's methodology and that has within its referents and inspiration the model
developed by the UK Design Council, the Double Diamond for Service Design.
30
1. DIVERGENT AND CONVERGENT THINKING
Every creative process must consider both divergence phases, generating many
*
alternatives; and convergence ones, making alternative decisions. In this sense, for
each public innovation project, moments in these two phases are considered, in order
to maximise creativity and possibilities range as much as possible before the early
convergence with an alternative.
2. FIRST UNDERSTAND THE PROBLEM, THEN FOCUS ON THE SOLUTION

From design an innovation process never puts the development of a solution without
completely understanding the problem to be addressed from the users and context
perspectives. This way, each project considers a key exploration and problem
understanding phase as an activity prior to the generation of solution ideas.
3.
EXPERIMENTATION FROM PROTOTYPING AND TESTING
Each innovation project must guarantee that the generated solution is valued by users
and solves the problem for which it was developed. Based on this, from the design
approach, it is considered key to consider the prototypes development activities, which
through tests with real users evolve in a cost-efficient form into validated solutions
that can be implemented.
What are the Project Phases According to the Agile

Model?
Based on this model, the Government Lab, with the Agile Consultancy service, has developed a
particular process to carry out public innovations, in which the phases to focus on the problem
and then on the solution are considered, and expands them in both directions, considering the
previous institutional exploration phase to prioritise relevant problems with public institutions,
and subsequent phases for developing pilots based on experimental methodologies that allow
us to obtain their results' evidence in a real context, as well as the implementation and escalation
phases of the solution. The resulting methodology and its phases are presented in the following
section.
As a result of the combination of the previously mentioned components, and from the learning
achieved and systematised from the 2018-2020 period, these are the phases that compose a public
innovation project developed by the Government Lab.
* Phases of the Double

Diamond for Service Design
developed by the UK Design
Council.
31
Phases of an Agile Public
Innovation Project
PHASE 0 PHASE 1 PHASE 2
Institutional Problem Develop Solution
Exploration Investigation Proposals
Relevant problem for To deepen in the problem Individually develop and
users and strategic for and its context. validate the components
the institution. of a solution.
UNDERSTAND THE
PROBLEM INITIAL INNOVATION
AND DEFINE THE PROBLEM CHALLENGE
REACH
DURATION OF EACH PHASE
2 to 3 weeks 1 month 1 month

PHASE 3 PHASE 4
Develop Pilot Implementation
Collect evidence of the benefit of the Solution
of the solution by integrating
all its components in the real Integrate the solution
context. into the operation.
IMPLEMENTATION
AND SCALING
VALIDATED PROVEN
SOLUTION SOLUTION
COMPONENTS
1 month Depends on
33
the reach
By mixing
agility and
experimentation
we have
been able to
implement
solutions that
address problems
with high citizen
impact.
34
35
PHASE 0: Institutional Exploration
As a preliminary starting point for a public innovation project, it is necessary to investigate the
particularities and initial context of public institutions, in order to determine the feasibility of
addressing the problem, its strategic relevance and potential impact.
This initial exploration includes a review of various areas of the institution, such as its strategic
planning, size, ministerial dependence, organisational structure, social relevance, available budget,
geographical scope, among others. The result of this review is captured in the Zero Worksheet
(Ficha Cero), a product that will allow the consultancy team to understand the context of the
institution and potential development of the solution to the initial problem posed.
For the effects of an Agile Consultancy project, the institutional exploration phase finishes with the
creation of the Overall Work Plan, in which the initial problem to be addressed, governance, work
team with their committed availability and structure of the agile cycles is formalised, with their
respective associated times.
Phase Activities
BUILD AND VALIDATE THE INSTITUTION'S ZERO WORKSHEET.
DEFINE GOVERNANCE AND WORK TEAM.
VALIDATE THE INITIAL PROBLEM AND SCOPE OF THE PROJECT.
DEFINE AGILE CYCLES AND VALIDATE INITIAL WORK PLAN.
PLAN THE OFFICIAL START-UP MILESTONE.

36
Keys to
Consider
• Consider the evaluation of innovation capacities
performed by the Public Innovation Index (Índice de
Innovación Pública) as a key input to understand the
current situation of the institution.
• Investigate the current situation of the institution

(workloads, citizens’ opinion, political moment,
among others).
• Identify the institution's civil servants active on

the Network of Public Innovators to be part of the
main work team.
• Consider members from different operating and

support areas of the institution in the formation of
the main work team.
37
37
Phase 1: Problem Investigation
In this phase, we seek to deepen in the previously defined problem or opportunity,
investigating and understanding the environment or system in which it develops. This deepening
implies a first divergence moment in which the problem must be rediscovered, through the
knowledge of the experiences and visions of the different actors involved, as well as the analysis of
the relevant data and associated information.
The problem investigation can be considered as the most important phase of a public
innovation project, since here is where a real understanding of the need for transformation of a
public service or policy, and from there design a relevant solution and valued by users.
As a result of this process, considering all the findings gathered and the new analysed perspectives,
the team develops a convergence moment in which, based on a reformulation of the initial
problem, they must define the Innovation Challenge to be solved, which will serve as a starting
point for the generation of solutions.
Phase Activities
IDENTIFY ACTORS RELATED TO THE PROBLEM.
DEFINE RESEARCH OBJECTIVES AND HYPOTHESES.
DEFINE RESEARCH METHODS AND INSTRUMENTS.
COLLECT INFORMATION WITH USERS IN THE FIELD.
CHARACTERISE USER PROFILES AND EXPERIENCE.
SYSTEMATISE FINDINGS AND EXPECTED ATTRIBUTES.
DEFINE REFORMULATED PROBLEMS AND INNOVATION CHALLENGES.

38
Keys to
Consider
• Make a research team as broad and diverse as possible,
with members from all the institutions.
• Characterise not only the external users' profiles and

experiences, but also the internal ones within the
institution that are affected by the problem.
• Cover different geographical realities in the research,

considering the participation of users from different
regions of the country.
• Combine different research methods (ask users, observe

their behaviour, live the experience, review data,
among others).
39
39
40
41
Phase 2: Develop Solution Proposals
This second phase within the innovation process under the Agile Consultancy model, has the
objective of generating a solution that properly responds to the defined Innovation Challenge
at the end of the previous research process.
To achieve this, a first step in this phase will be to freely devise solutions with all actors involved,
aiming to open as many alternatives as possible. Then, those ideas that address the posed
challenge better will be selected, according to commonly defined criteria, considering its adequacy
to users' profile, feasibility, complexity, level of disruption or others.
Subsequently, this phase considers testing the solution ideas to improve, change or discard
them before their definite development and implementation. For this purpose, these ideas are
materialised in simple, concrete, and low-cost prototypes or preliminary versions of the different
components that the solution could have, which will be tested with users and related actors,
identifying how the solution helps to solve the problem and what changes should be considered in a
new version to be prototyped and tested.
The closure of this phase is determined by a shared assessment by the team, where the
determination of non-existence of new significant modifications to be included in the solution,
as well as the consideration that the solution is feasible for its implementation in the reality and
context of the institution.
Phase Activities
PRIORITISE INNOVATION CHALLENGES.
GENERATE SOLUTION IDEAS.
BUILD PROTOTYPES OF THE DIFFERENT SOLUTION COMPONENTS.
TESTING THE DIFFERENT PROTOTYPES WITH USERS AND RELATED ACTORS.
EVALUATE TECHNICAL, LAW, ECONOMIC AND OPERATIONAL FEASIBILITY

OF THE SOLUTION.
DESCRIBE HOW THE SOLUTION OPERATES WITH THE USER AND WITHIN
THE INSTITUTION.
42
Keys to
Consider
• Consider users, civil servants, and related actors
in the ideation process, as well as ideas from other
contexts that may serve as inspiration.
• Incrementally prototype an idea considering

different levels of resolution (conceptual, sensory,
functional) to obtain early feedback from users.
• Seek to have a broad scope of different types of

users and realities in the testing process.
• Always position testing evidence in the development

of solutions over particular opinions.
• Continuously analyse the feasibility with the

institution's technical team.
• Define in detail all internal processes and aspects

necessary to support the solution.
43
43
Phase 3: Develop and Evaluate Pilot
Once the solutions are prototyped, tested, and validated in the previous phase, in this phase
we seek to put them to test in a real context in a specific place and time and for a limited
set of users, aiming to obtain evidence on their impact and/or results before being fully
implemented. This prior implementation on a smaller scale is called a Pilot.
To consider the pilot process valid, the initiative needs to be associated to a certain level of
investment in terms of implementation, an element that differentiates it from the prototyping and
testing phase. This is how in this phase we will need to invest in developing and implementing
the solution in its closer version to the definite one for it to be operated by the institution
and received by users as if it were the real service, implying to communicate the solution,
implement the process that support it and train the civil servants who will operate it.
Finally, from the execution of the designed pilot, this phase will terminate with a comprehensive
assessment of its use and impact on people, aiming to learn and correct the necessary before
its final implementation and escalation.
Phase Activities
DESIGN AND PLAN THE PILOT.
DESIGN THE EVALUATION STRATEGY AND INSTRUMENTS.
DETERMINE RISKS AND MITIGATION MEASURES.
BUDGET PLANNING.
IMPLEMENT THE PILOT CONSIDERING TECHNOLOGICAL DEVELOPMENTS,

TRAINING, COMMUNICATIONAL MATERIAL, ETC.
CARRY OUT THE FOLLOW-UP AND DATA COLLECTION.
ASSESS THE PILOT IMPACT AND/OR RESULTS.
DEFINE A FINAL SOLUTION AND JOURNEY FORM FOR ITS IMPLEMENTATION.

44
Keys to
Consider
• The pilot design must consider all the necessary
operative and administrative aspects to implement the
solution.
• Plan in detail the necessary resource investment to

implement the pilot along the responsible areas for
its management.
• In order to assess the pilot's impact, an

experimental methodology must be considered in its
design, allowing us to compare the results with and
without the solution.
• The indicators used to evaluate the pilot must always

be defined at the design phase and not during or post
implementation to avoid measurement biases.
45
45
Phase 4: Implementation of the Solution
The assessment results of the application of solutions in a pilot context are integrated to lead the
way to the last phase of the public innovation methodology. Here, the solution is implemented on
its definite version and is escalated to a higher level, depending on the institution taking part in
the project.
As for the institutions that deliver a service at the national level, the solutions are implemented
throughout the country. For other cases, the escalation means that the solution becomes part of
state public policy, thus benefiting a specific group of people, or society in general, depending on
the innovation challenge originally posed.
The final implementation of this solution implies the standardisation of the whole
development process and its lessons, aiming to be shared with different actors, as well as
the development of a brand and visual identity that distinguishes the solution, and
the resulting execution of communicational actions that allow for its dissemination and
acknowledgement among users.
Phase Activities
DESIGN IMPLEMENTATION AND ESCALATION PLAN.
BUDGET PLANNING.
STANDARDISE LEARNINGS AND CREATE THE PROJECT CASE.
CREATE THE BRAND AND VISUAL IDENTITY OF THE SOLUTION.
PLAN THE LAUNCH MILESTONE.
PLAN AND EXECUTE DISSEMINATION ACTIVITIES.

46
Keys to
Consider
• Consider the dissemination of the pilot's results to
the public prior to the final launch to demonstrate
the benefit of the solution.
• Continuously assess the implemented solution

performance, understanding the presence of potential
changes in the context and problem.
• Formalise the documentation of the project so that

the knowledge and/or solutions can be used by any
team in the future.
• Formalise the processes, structures and designs that

support the solution operation.
• Consider the solution's forms of communication and

means of dissemination with the target audience in
mind.
• Involve different authorities and actual users in the

dissemination of results and milestones associated
with the solutions implementation.
47
47
Allowed to Innovate
Guides
To complement the presented Agile public innovation methodology, we suggest reviewing
each one of the techniques and practical tools that are standardised and available in the
publications Allowed to Innovate: Guides to Transform the Chilean State (Permitido Innovar:
Guías para Transformar el Estado chileno) (Government Lab, 2018-2020). These guides are of
free access and gather a great number of activities and ideas to investigate problems and
devise, prototype, and test solutions.
48
1. Public innovation projects
(Proyectos de innovación pública)
2. Open innovation challenges

(Concursos de innovación abierta)
3. Facilitating in-site spaces through Innovation

(Facilitación de espacios presenciales a través de Innovación)
4. Plain Language
(Lenguaje Claro)
Download them at: lab.gob.cl/guias-permitido-innovar
49
50
Innovation
Cases
Developed
under the
Agile Model
51
Each of these innovations, as well as the different projects presented in the following section, have
meant an intensive accompaniment from start to finish by the Government Lab team and have
allowed us to systematise an important reference framework for public innovation, presented in
Volume 1 of this series 2 .
Said reference framework shows the conceptualisation of twelve types of innovation to consider
when developing solutions to the identified problems, which respond to four key intervention areas,
necessary to generate impactful and sustainable solutions.
Each one of the cases described hereunder show the developed innovation types.
SOCIAL PROTECTION NETWORK:

An unprecedented co-creation process in the state
FONASA'S TRANSFORMATION:
A new people-centred attention model
CORFO:
A simpler interaction for entrepreneurs
INNOVAFOSIS:
Innovation for the design of a new programme proposal
GENERAL TREASURER OF THE REPUBLIC:

Promote the use of remote channels for a better service
A NEW FONO DROGAS:

Multichannel service of value for users
REPORT FOR TAXPAYERS:

Increase of transparency and accountability of the Public
Expenditure for citizens
WHATSAPP WOMAN:
Silent channel to guide women under or witnesses of domestic
violence during confinement
EMPLOYMENT SUBSIDY:
A support focused on the user during the pandemic
DAME ESOS 5:
Encouraging positive interactions with young children during the
pandemic
2 A Different Angle: What is

the Chilean Model for Public
Innovation? Six years of the
Government Lab
52
Scheme 8: Types
of innovation
developed by the
Government Lab.
INSTITUTIONAL COLABORATION
STRATEGY GUIDELINES NETWORK
REGULATIONS
In each case, this scheme

will account for all SERVICE VALUE PROPOSAL ATTETION MODEL COMMUNICATIONS USERS BEHAVIOR
types of innovation that
were developed in each OPERATION
DATA MANAGEMENT TECHNOLOGY PROCESSES
AND USE
project.
ORGANIZATIONAL
ORGANIZATION ROLES AND SKILLS
DESIGN
53
Social Protection Network:
An Unprecedented
Co-Creation Process in the State
Institutions Involved
Ministry of Social Development
and Family, Ministry of Health,
Ministry of Education, Ministry
of the Interior and Public
Security, National Service for
the Elderly (Senama), National
Training and Employment Service
(Sence), Superintendence of Health,
Independencia and Peñalolen Town
HAlls, National Board of School
Aid and Scholarships (JUNAEB),
Ministry General Secretariat of the
Presidency and 23 civil society
organisations.
Year of Implementation
2018 - 2019
Results
Over 11 million users have
accessed the platform. During 2018, the Ministry of Social
157 programmes and benefits Development and Family set an objective to
available for user access. address the families' feeling of lack of
protection against the multiple adverse
Over 680 thousand in site events that might harm them and how to
attentions at ChileAtiende
using this platform. improve their experience with the related
state services. In light of this, the
Winner of the 2019 Social Protection Network (RPS) rises as
Avonni award for public a comprehensive support system with the
innovation.
various services, in a close, timely and
transparent manner.
Types of Innovation Developedin

this Project
REGULATIONS
SERVICE VALUE PROPOSAL ATTETION MODEL COMMUNICATIONS USERS BEHAVIOR
DATA MANAGEMENT
OPERATION AND USE
TECHNOLOGY PROCESSES
ORGANIZATIONAL
DESIGN
Poverty decreased from 45% in 1987 to 13.7% in 2019, Likewise, the RPS portal has been used to provide more
which implied the growth of the middle class in Chile. Prior than 18.000 counselling by over 1.000 counsellors part
to the pandemic, over 70% of the population considered of the Chileatiende network, being also key in their data use
themselves as part of this segment, being a greatly diverse to support the heart of the service in the Mi Chileatiende
group in terms of income, security, and opportunities. platform.
Despite the progress, the middle class still is likely to The continuous focus on improving RPS allowed us, in
recede when facing destabilising events, such as illness, the context of COVID-19, to link the implementation of
unemployment, or lack of money for education. This the Emergency Family Income, facilitating the access,
promotes the feeling of lack of protection from the speeding responses, and adapting benefits to the Chilean
state, being common that, when overcoming the access families’ needs. Likewise, various initiatives to support
thresholds, they are excluded from social benefits provided families have been incorporated by providing key money
by the state. transfers to households. Currently, the proteccionsocial.
gob.cl platform has clear and, in a citizen, -friendly
The MDSyF set itself the challenge of devising a system that language information, on over 160 benefits and programmes
would bring together existing benefits and gave space for to face different adverse events that could lead a family to a
those that would be created in the future, so that citizens situation of vulnerability.
could obtain clear and accurate information.
Along the Government Lab, a team to coordinate the inter-

ministerial and institutional co-creation process that took
nine months was created. Over 500 people took part in the Learnings and
project that involved fifty-five public and civil institutions.
Challenges
In this co-creation process the challenges of a public policy
based on state interoperability were discovered. The building Co-creation Value
of a Social Protection Network was based on innovation and A main learning is how through co-
design methodologies, i.e., an approach that takes care of creation between civil servants and users
a new way to design public policies with
rethinking the model of public policy making and operates impact can be developed.
under a logic based on the needs and people-centred,
instead of an offer-centred one. Relevance of Clear Language
The use of clear, timely and standardised
We worked on a co-creation model with five key lines: information is key for citizens when
making decisions related to adverse
1. Co-exploration and finding for two adverse events events.
2. Co-building of informative worksheets for benefits
3. Co-design, development and testing of the digital Intersectoral coordination is key to
platform provide an attention that is efficient,
4. Co-creation of the in-site attention model, along timely and valuable to people, and the
different services related to each
ChileAtiende adverse event must be linked.
5. Co-building of the processes and journey form for its
escalation A Continuous Challenge
The task to support families’ adverse
The system was launched in May 2019, under the name of events demands a continuous review and
update of the services available to cover
Protected Middle Class (Clase Media Protegida). From its new emerging needs.
launching to date, the RPS portal has received over ten
million visits, with direct access for citizens using their
Clave Única 3 .
55
3 Clave única is a special key handed out by the state to individuals and
businesses so that they can do a series of online transactions in Chile.
Fonasa's Transformation:
A New People-Centred
Attention Model
National Health Fund, Fonasa
2018 - 2019
Results
Decrease from an average
of thirty days in the
resolution of complex cases
to twenty-four hours in most
instances.
+301.311 automatic
registrations of newborns Fonasa has the responsibility to provide
in the Health Fund thanks
health protection and coverage to over 14
to the interoperability
with the Civil Registry and million people. With a 60% net satisfaction
Identification Service. level and over three thousand complaints
annually, how can we improve users’
+123.533 visitors to the
attention experience?
platform Elige Tú.

this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
The project comes from the opportunity to transform The third one Hoy nací and Ya soy Fonasa (I Was Born
Fonasa into a comprehensive and proactive service. For this, and I Am Fonasa) automatically provides health coverage
it is necessary to significantly decrease the waiting time for to newborns once they are enrolled in the Civil Registry,
the resolution of problems, reduce the number of complaints based on the interoperability of both institutions. This saves
and positively impact user satisfaction. time and money to families since they no longer require the
in-site formality at Fonasa. Since its implementation, over
First, it was necessary a throughout understanding of the 301.000 families have been benefited.
user’s motivations and challenges when using the current
attention model. The results showed a discontinuous and Lastly, Elige Tú (You Choose) is a web search engine
disintegrated experience, where the delivery of information of health providers that allow users to make informed
was heterogeneous and discretionary. While there was little decisions according to the costs and location where the
clarity among civil servants on the role and responsibility of needed services are provided. Moreover, it allows us to unify
the expert areas in the resolution of complex cases. the delivery of information from attention channels. This
solution was piloted in the branches of the Biobío Region
Thus, the innovation challenge was defined as how can and is available today for all members at: eligetuprestador.
we improve the user attention experience? For this, we fonasa.cl
needed to develop a new model that allowed its users to
access the system and various providers to solve everything
administratively related to their health affection, and not
just offer the sale of vouchers, for example.
It was identified that the most relevant attributes for a

Learnings and
satisfactory experience are a) resolvability, i.e., that Challenges
most of the requirements are solved in the first contact,
b) omni-channel, i.e., an integrated and consistent
experience among channels, and c) proactivity. Based on Innovation from and for People
Throughout the project civil servants
said attributes, the co-creation and solutions development from various areas of the institution and
process started. regions were involved. Although it was
not without difficulties, it allowed us
to develop a new way of working, putting
The first one is Fonasa Resuelve (Fonasa Resolves), co- users at the centre of the institution
created by more than 40 civil servants of the institution. Its and its processes.
role is to liaise between the customer service counsellors

of the 4 channels and business areas, to ensure an agile Governance for Sustainability
Among the solutions, the creation of a
response, ideally during the first contact. This, considering new department allows us to install a
that the previous resolving logic took an average of public innovation logic in current and
thirty days. With this new service, we sought to address future projects.
1.758 consultancies yearly and, hence, decrease in 38%

complaints and 28% escalating requests. Engaged Leadership
The engagement and openness of the head
of service, in terms of giving space to
The second one is the creation of the Department of User teams in decision-making and ensuring
Experience (Departamento de Experiencia de Usuarios), the implementation of ideas posed from
different levels, is fundamental to
responsible for sustaining a new attention model, giving achieve a profound transformation.
governance to innovation through a permanent committee.
57
CORFO:
A Simpler Interaction for
Entrepreneurs
Institutions involved
Production Development Corporation
(Corfo)
2019
Results
111 estimated business
days saved in project
management time,
including:
» 39% less time to In the general context of Corfo's

assess projects transformation on its 80th anniversary,
applications. important gaps in the service and
experience provided to entrepreneurs
» 58% less time to
manage modifications. were identified, defining the following
challenges: How can we strengthen the
» 52% less time spent trust of entrepreneurs in the assessment
on managing projects of their applications to the different
financial renderings.
programmes? And, once awarded, how can we
follow-up to facilitate its execution?

this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
During 2019, Corfo posed itself the objective of generating 2. INNOVATION CHALLENGE: How can we improve the
a simpler, more agile, and closer service for their users, management of project modifications to facilitate their
through the simplification of its internal processes, and a execution by our executives and beneficiaries?
greater transparency and a reduction of barriers to entry for
entrepreneurs applying for each of its instruments. For the Modification Management process, the defined
attributes to improve were Agility, Traceability and
In a first discovery phase based on quantitative and Proactivity, which derived in the development of the
qualitative research that took place in five regions in the following improvements:
country, shortcomings were revealed from the external
perspective of users, and internally in the management and • Approval levels that define actions and actors
perception of Corfo's collaborators. involved.
• Single application entry form.
Based on this, two processes considered critical by • A holistic view of the technical executive.
the diagnosis were prioritised: Project Assessment and • Electronic signature of automatically generated
Modification Management, developing ideation, prototyping, documents.
and testing processes in parallel. • Improve system usability.
• Traceability and follow-up of all applications.
Likewise, a third action line was generated based on an
internal innovation tender to create solutions that would
bring communications closer to entrepreneurs.
As for each process’ sorrows that derived in the generation

of different innovation challenges, the following stand out:
Learnings and
Project Assessment: Multiple models between Challenges
management and regional directorates, assessment
guidelines that are not specific enough nor aligned with
Innovate from Participation
the application, multiple report formats, failure to meet
It is important to take participants
deadlines, lack of clarity in the process and justifications. from all organisational levels and areas
into account. In this project, the
participation from the legal area in the
Modification Management: Redundancy of reviews, slow solutions design and the technology area
resolution of requests, heterogeneous process according from the decision of which solution will
have a technological component stood out.
to management, manual and out-of-system reviews,
bottleneck of requests due to deadlines, uncertainty of
timing and actions to be taken. Add Regional Perspectives
Involvement of the regional reality,
which is quite different from the one in
1. INNOVATION CHALLENGE: How can we improve the Santiago, showing a different interaction
between executives and beneficiaries.
assessment process to strengthen our beneficiaries trust?
For the Project Assessment process, the Standardisation, Distinguish Different Innovation
Challenges
Efficiency and Transparency criteria were established as key In this way, each one had enough work
attributes to be developed. With this guide, the following team’s dedication and time intended for a
self-ideation, prototyping, and testing
improvements were developed:
process.
• Decrease from 14 to 4 assessment models.

• Process to verify coherence between the application
form and the assessment guideline.
• Single communication of eligibility results.
59
InnovaFOSIS:
Innovation for the Design of a
New Programme Proposal
Solidarity and Social Investment
Fund, FOSIS
2019
Results
173 applications
received in its first
version.
The Solidarity and Social Investment Fund
National coverage of (FOSIS) has the mission to contribute to
calls for proposals, overcome poverty and social vulnerability
awarding in eleven of the country's people, families,
regions in the country.
and communities. Due to the dynamism
Implementation of twenty and changing nature of the problems it
pilot programmes. addresses, the need to redesign one of
the financing funds arose, giving birth to
800 users benefited.
the InnovaFOSIS programme.

this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
FOSIS, as one of the institutions responsible for fighting • Design a new brand and communicational positioning.
poverty in Chile, develops various programmes, being the Said action was significant for the project teams,
IDEA fund one of them. Its operation was based on the naming the new tender InnovaFOSIS.
assignment of resources, through a linear application,
assessment and awarding process to different organisations. InnovaFOSIS was launched for the time in 2019, with a
FOSIS decided to innovate in the way this fund was awarded, national call where 173 initiatives applied to the three
thinking to respond better to the final user’s needs, the prioritised challenges. After an incubation process to acquire
country's vulnerable groups. For this, the Government Lab technical skills in the development and presentation of
and FOSIS commenced an innovation project. their ideas, twenty projects distributed in eleven regions in
the country were selected, which would finally address the
The project started with an exploratory phase, where the defined problems.
operation of previous versions of the programme were
reviewed, developing the service journey. This tool allowed The most relevant result of this innovation is its
us to visualise the way in which the funding, actions, establishment not just as a permanent programme with
channels and involved actors were provided, as well as the two subsequent versions in 2020 and 2021, but also as for
way in which the tender impacted on FOSIS users. its capacity of moving FOSIS' complete offer towards a
user-centred approach, from a new User Experience Sub-
The conclusion of the exploratory phase led to the Directorate.
reformulation of the tender, aiming to turn it into a piloting
space in order to generate new social programmes.
DESIGN OF THE NEW IDEA FUND

The following step of the project was to design a new version
incorporating the elements desired in the previous phase. Learnings and
For this, ideation workshops defining key aspects for the
new tender were carried out, aspects like 1) the profile of
Challenges
institutions that could apply, 2) key challenges to serve from
FOSIS and 3) the maturity level of the ideas required. Generation of Capacities
This project was the result of co-
creation between the FOSIS and Government
At this phase, we decided that in order to define the Lab teams, which facilitated the transfer
challenges to be financed, we would work along the and development of capacities by the
FOSIS team, allowing the InnovaFOSIS
Presidency's Compromiso País Programme, which calls on
tender to keep improving to this day.
the public, private, academic and civil society spheres to
work on concrete measures that contribute to improve
Development of an Innovation Thinking
the lack of opportunities to break the cycle of poverty. Of Another highlighted lesson of this
the sixteen challenges for this programme in 2019, FOSIS project is the incorporation of a
transformation and innovation logic in
prioritised three to be part of the call: "Women victims of
an open innovation tender by integrating
domestic violence", "People with incomplete schooling" and prototyped solutions in an incubation
"Unemployed people from the poorest 40% of the country". process achieving more applicable results
to the social problems.
FROM IDEA FUND TO INNOVAFOSIS

Along with the above, the ideation workshops concluded
that the following actions were necessary for the
reformulation:
• Redesign of the Evaluation Bases and Criteria

• Incorporation of incubation and training instances in
the evaluation phase.
61
General Treasurer of the
Republic: Promoting the Use
of Remote Channels for a
Better Service
General Treasurer of the Republic
Revenue Service (SII)
2019 - 2020
Results
93.3% of the procedures
in 2020 were executed
According to data corresponding to 2018, 64%
through the digital
channel. of the General Treasurer of the Republic
(TGR) users were unaware of the possibility
+183.177 attentions to carry out formalities digitally. This
at the Virtual Office
low incorporation of remote channels meant
during its first year of
operation. that offices remain with a significant flow of
people, despite the institution's efforts to
modernise its processes. How can we attract
and guide taxpayers towards the use of non-
in-site channels?
this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
The project began with a discovery cycle for the collection 2. VIRTUAL ANALYST
of information, in which tools such as non-participant To serve a specific group of users that need a guided
observation, user interviews, focus groups with civil servants attention through video calls.
and various workshops with managers were applied 4 .
3. REFERRAL TO PAYMENT OF CONTRIBUTIONS, VIA QR
With the information gathered in this cycle, the team CODE
defined the following innovation challenge: How can we Whose objective is to decongest offices, referring users to
attract and guide taxpayers in the use of channels pay on the website from their mobile phones.
other than the treasury network so that they
appreciate the benefit it generates them? Both the "Virtual Office" and the "Virtual Analyst" are
currently on a piloting and improvement process. Meanwhile,
From that definition, ideation workshops along the service we are waiting for the implementation of the QR code for
officers were held, whose objective was to generate a great the payment of March 2021 contribution share.
number of possible solutions to be developed afterwards.
A partir de las ideas generadas, se prototiparon y testearon

las siguientes soluciones:
1. Interventions in communication to the taxpayer.
2. Intervention in the office experience: User flow. Learnings and
3. Intervention in the TGR office experience: Officer Roles.
4. Intervention in the TGR office experience: Messages Challenges
and signage.
To change outwards, it is necessary to
When these solutions were about to be piloted in the change inwards
different regions' Treasury offices a new context came up: Fundamental changes to the service system
were proposed, intervening in the flow of
COVID-19. This forced many offices to suspend their in- attention, signage and the way officials
site attention, undermining the institution’s capacity. On are organised in order to help users
the other hand, this service maintains an essential role migrate to other remote channels.
for the state, as it is the fund that collects resources that

subsequently allow us to finance policies that help citizens. Formation of a Multidisciplinary Work
Thus, several TGR offices nationally, generated innovations Team within the Institution
During the project development, leaders
that, locally, allowed us to serve citizens, by migrating its from various transversal areas were
users to digital channels. complemented, which helped strengthen the
commitment of the parties involved with a
single vision to achieve the objectives,
In this context, the Treasury and Government Lab developed which favoured the development and
a new work cycle aiming to identify, systematise and implementation of solutions.
escalate innovative solutions that allows users to migrate
and that were linked with the objectives of the projects. The Crisis Can be faced with Innovation
As practice in their work the involved
team developed an innovative and
In this accompaniment the following solutions were
experimental logic, allowing for a new
consolidated: initiative. This, in the middle of
the pandemic, allowed the TGR to keep
on delivering the attention citizens
1. VIRTUAL OFFICE deserve.
Aiming to solve formalities through email or asynchronously
with citizens.
4 Allowed to Innovate: Guides to Transform the Chilean State:

How Can We Resolve Public Problems Through Innovation Projects?:
Government Lab, 2018
63
"The attention I received was amazing. In general, one is used to
the lack of response from big and important institutions. I was
pleasantly surprised when within minutes of raising my concern
I had an answer and a solution. The attention was very quick,
pleasant and efficient".
María de los Ángeles Foncetilla, user of the Virtual Attention Office.
(TRG Project).
"It was a great opportunity.

InnovaFOSIS is a state fund
that generates space for public
innovation, learning and above all
wonder how we were currently solving
social problems. With such a flexible
fund from start to finish, learning
spaces can be provided bringing
improvements and allowing for
adjustments within the project. This
is something we have not seen in a
state fund before".
Carlos Careaga, Infocap. Winners of the first InnovaFOSIS

version, 2019. (InnovaFOSIS project).
64
“Thanks to the Social
Protection Network
one can easily access
the Solidarity Old Age
Pension Contribution
(APSV) and with that
be able to improve my
pension”.
María Muñoz, member of the Club of
Senior Citizens of La Florida.
(Social Protection Network project).
"Prior to the pandemic I moved from the commune and

because of lockdowns I delayed my medical check-ups
to not expose myself. When I needed to do my check-
up, I logged onto the Fonasa website and found the
Elige Tú app. With it I was able to find out which
medical centres were closer to my new home, plus
their values, allowing me to find a centre with a
laboratory without the need to travel to different
places and expose myself, all this in a simple manner
and in just a few steps".
Javiera Albornoz, Elige Tú User.
(Fonasa project)
65
A New Drug Helpline:
Multichannel Service of
Value for Users
National Service for the
Prevention and Rehabilitation
of Drug and Alcohol Consumption
(SENDA)
2019 - 2020
Results
Increase from 60% to 75%
of cases handled from 2019
to 2021.
+500 critical calls

rescued between March and
June 2021.
During 2019, Senda evidence that their
89% of users consider the Fono Drogas does not meet the demand of
citizen contact website calls, additionally having potential
easy to use. users that do not receive guidance for not
98% of users with a considering the phone channel suitable
positive rating on the for this purpose. How can we improve the
consumer self-assessment coverage and diversify the service beyond
questionnaire. the phone channel to respond better to the
different users' needs?

this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
In September 2019 Senda was chosen as the winner 1. Strategy Area - Promote the website use for
institution of the Develop your Challenge (Formula tu informative guidance: A citizen contact website was
Desafío) tender, which engages the Government Lab developed to complement the phone service, which
support to promote an innovation project in their service. included information on the various programmes
available, information worksheets, an online chat,
The initial problem with which the project development and a self-assessment form so that people could
began was related to the perception that existed within the understand at a first glance how much of a problem
Fono Drogas service; the service model was not aligned with they may have with alcohol or drugs without the need
the expectations and demands of its users, who not only to talk directly to a counsellor.
expected an informative service, but also a concrete action
plan and an effective implementation in the institutional 2. Strategy Area - Answer critical calls and reduce
support network. the non-valid ones: A new phone attention flow that
includes an automatic categorisation protocol and a
From the first work cycle with over one hundred Senda semi-automatic derivation protocol was developed,
officers from various regions, the following findings were in addition to a rescue protocol of non-answered calls
identified, which gave rise to the innovation challenge: that may be considered critical for the service.
• The need to widen the attention capacity: The 3. Strategy Area - Strengthen the advance guidance
coverage of Fono Drogas is insufficient for the level and support service: A new internal geo-referenced
of calls received. 40% of the calls were not answered programme information tool was co-created to
and from the ones that were, only 35% were just support more responsive attention, as well as an
for advanced counselling and guidance, which is improved case registry and management system to
considered as the heart of the service based on the optimise its follow-up work.
counsellor’s profile. 31% are not valid or prank calls.
• The need to have a differentiated value offer:
Three types of attention required by the users were
determined; Support, involving active and empathic
listening for emotionally affected people; Guidance, Learnings and
to guide people in their questions providing clear
information; and Integration, giving concrete and agile Challenges
responses on the requirements of direct contacts with
the health services or programmes to address the users’ Incorporation of Back Office Teams in the
Innovation Process with Service Users
situations.
To incorporate people in the back office
• Need to articulate the network: The coordination allowed us to visualise and prioritise
level between Senda and its institutional support shortcomings that were addressed in the
project solution, which thanks to the
network is not enough, the help from the different change improved the participation and
health services that can promote the service is also motivation levels.
needed.
Develop of a Flexible and Proactive
During the solutions implementation, and because of the Attention Model
The attention model developed in this
different findings raised from previous work cycles, a strategy project allows us to classify the
that allows us to focus the Fono Drogas service on the new calls based on the different needs. In
addition, the service defines schedules
value proposed to users based on the counsellor’s profile
when there is a greater capacity for
was generated, i.e., in "support and deliver of personalised attention, incorporating the "call
guidance". Based on this, the following solutions from three rescue" service that allows users who
could not be reached at peak times of
strategy areas were developed: demand to be contacted.
67
Report for Taxpayers:
Increase of Transparency and
Accountability of the Public
Expenditure for Citizens
Ministry of Finance,
Revenue Service (SII),
National Budget Office and
General Treasurer of the Republic.
2020
Results
Over 10.6 million
taxpayers received the
report on how their taxes
were used in 2021.
Positive and significant

impact of 14% in In early 2020, the Public Expenditure
transparency perception Commission, summoned by the Ministry of
and 7% in trust in the Finance, submitted its first recommendation:
state by taxpayers.
to make transparent to taxpayers what
their taxes are spent on, thus defining the
following innovation challenge: How can we
increase transparency and accountability
focused on people?
this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
Initiatives such as the Report may not be fully effective if we After the experimental assessment, the implementation
do not consider how people behave when designing them. process was made up of three critical milestones:
Today we know that our tax behaviour and the formation of
beliefs and perceptions towards the state are determined • The personalised Statistic Report was submitted to a
by cognitive, emotional, contextual, and social factors. We universe over 3.5 million people. The Report was made
must consider these factors when developing direct and with automatized and digital processes, submitted by
understandable communications to people. email, with mobile and web versions.
The Government Lab carried out the project following two • An explanatory website at the SII webpage explaining
work components. the Report in depth as well as technical and
methodological aspects that inform it was developed.
1. DESIGN, PROTOTYPING AND TESTING OF THE REPORT
This cycle carried out two iterations with interviews to • A public VAT and Income calculator was developed for
over 700 users across the country, a systematic review of people who did not declare in the Income Operation
international evidence informed by Behavioural Science, (OPERATION Renta). This way, everyone could access to
and systematisation sessions with officials from all the personalised information.
participating institutions.
As a result, three version of the Report were co-design:
• Statistical: A bar chart showing the distribution by

area and by operational sub-area of public expenditure. Learnings and
• National Use: A summary on the use of resources
during the period in each one of the public expenditure Challenges
categories, at the country level.
• Regional Use: A similar summary on group 2, at the Use of Evidence in the Communication
regional level. with Users
In Chile there was no transparent
communication on the use of taxes, nor
2. EXPERIMENTAL ASSESSMENT DESIGN was there sufficient evidence of the
To rigorously measure the Report effectiveness to increase effectivity of this type of massive and
personalised communications from the
people's perception of transparency and trust in the state. state to citizens.
The experimental design considered three treatment groups

Understand People’s Behaviour
of approximately 20.000 users each. Each group received To consider the factors that determine
one of three Report versions. The comparison group was people’s behaviour, formation of beliefs
and perceptions is key when making
made up of approximately 100.000 randomly selected public policy innovations.
taxpayers that did not receive the Report.
Innovate Holistically
All taxpayers involved in the experimental sample received We can innovate by generating rigorous
an email with an assessment survey that allowed us to know evidence to increase the effectiveness
of communications. Simultaneously, we
their transparency and trust perceptions. can be more empathetic, inclusive, and
encourage citizen collaboration to build
trust in institutions.
While all reports were effective in meeting the objective, the
impact assessment showed that the Statistical Report had
the greatest impact, with a significant increase of 14% in the
transparency perception and 7% in trust in the state.
69
WhatsApp Woman:
Silent Channel to Guide Women
under or Witnesses of Domestic
Violence during Confinement
Nuevo canal
WhatsApp Agresor Atención automática
Entrega información
Mujer
general
Ministry of Women and Gender Dado el aumento mundial y en Chile de la
Equity violencia contra las mujeres que ha generado el

encierro, era urgente poner a disposición nuevos Agendamiento
contención
National Women and Gender Equity canales de atención que entreguen información,
contención y derivación a quienes viven Atención
individual
Colegio de
Testigo o
Service (SernamEG) situaciones de violencia o son testigos de ella. mujeres
Canal
especializada
Entrega orientación y
Psicólogos/as
de Chile.
que viven contención emocional
violencia WhatsApp Ejecutiva
Silencioso clasifica
necesidad
Year of Implementation Flexible

2020 149 Fono
Familia
Disponible 24/7 Atención prioritaria

PDI
Carabineros
Fiscalía
Para situaciones de
Confidencial Mujeres que forman
parte de los programas
emergencia (SOS)
de SernamEG
Results Esta iniciativa es posible gracias a la colaboración público-privada
#WhatsAppMujer +569 9700 7000

32.417 attentions
generated in the first
year of the launch of the
service channel (April
2020 to April 2021). The COVID-19 pandemic and the resulting
confinement measures have led to an increase
13% of attentions
(performed between on the levels of domestic violence
January to April 2021) worldwide. In this context, the Ministry
were delivered through of Women and Gender Equity, along with
the WhatsApp channel. the National Women and Gender Equity
Service (SernamEG) addressed the challenge
of creating a silent channel to provide
emotional support and information to women
this Project living with their perpetrator.
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
In the early stages of the pandemic (2020), a 70% increase In this project we highlight the support of Facebook, the
in the number of calls received by SernamEG’s 1455 phone owner of WhatsApp, which was manifested in the flexibility
number was observed regarding the same period in 2019. In of its operating and privacy policies, and in financing the
addition, confinement posed the difficulty that victims of development and the first three months of support for
violence shared lockdown with their perpetrators, limiting the service. From these results, the WhatsApp channel,
their ability to seek help. which was initially thought of as an emergency device,
transformed into a permanent attention channel in force up
Urgency gave way to opportunity and the Ministry to date.
of Women and Gender Equity, SernamEG along the
Government Lab initiated a public innovation project with
the need to create a silent channel to help women who
suffer violence. In the agile cycle logic, the phases of
an accelerated innovation process were developed,
carrying out the following actions:
Learnings and
Challenges
• Review of international references through the analysis
guidelines tool.
Tools and Solutions Must Be Adapted to
• Interviews with experts on violence from the Ministry
Users’ Needs
and SernamEG. It was necessary to adapt WhatsApp
• Building of empathy maps. operation policies, e.g., to avoid the
risk of reprisals by creating an official
• Elaboration of recommendations for service design and account under a fictitious name (in this
implementation. case the used one was "Liss").
• Design of service interaction.
• Trainings for the service team. Importance of People's Capacities
• Draft of the service's operating manual. Just as important as technological
development was the development of
people’s capacities who deliver the
service, especially in this type of
emotionally complex assistance.
On 28th April 2020, the silent, secure, and confidential
service was launched, which operates from Monday to
Sunday, 24 hours a day. The silent channel combines
attention from executives (cases of guidance, emotional
support, and imminent emergency situations); and
attention from a robot (cases of general information
search). In this way it is possible to focus the executives’
efforts on serving most complex cases, since the robot
is only activated if the executive deems it a case it could
attend.
Hence the importance of developing the service's protocol

and benefit from its potential to support over 32.417 chat
sessions since its launch.
71
Employment Subsidy:
A Support Focused on the User
during the Pandemic
National Training and Employment
Service (SENCE)
Ministry of Labour and Social
Security
Ministry of Finance
2020
Resultados
+800.592 subsides
granted.
The Employment Subsidy arose as a key
+83% of the subsidies public policy of the economic and labour
are SMEs.
reactivation plan driven by the government
99.9% of the enquiries because of the COVID-19 pandemic. In this
were answered in an sense, with there still being an emergency
average of a day. and having a high demand expectation,
the following challenge came up: How
+80% of users are
satisfied with their can we implement an Employment Subsidy
attention. effectively and with a satisfactory
service experience for users?

this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
In our country, the pandemic generated significant negative The subsidy was launched in September 2020 with the
economic effects, which resulted in the biggest employment following components:
crisis in Chile in the past thirty years, involving 1.5 million
fewer jobs compared to the previous year. As a result of this 1. Elastic digital service, prepared for a high demand
complex situation, the Government announced the creation with personalised access and attention and with
of a massive and historic Employment Subsidy with a fund preloaded information for better guidance in the
of 2 billion USD to directly support the hiring of new people application.
and return of workers suspended under the Employment
Protection Act. 2. Coordination and interoperability between various
state and private institutions to avoid additional
In a first cycle of discovery with potential users and based procedures in addition to the subsidy application itself.
on a collaborative work between the Ministry of Labour, the
Ministry of Finance, the National Training and Employment 3. Multiple digital attention channels, in-site, and by-
Service (Sence) and the Government Lab, certain key phone with a concrete problem-solving focus, not just
elements were determined that defined the benefit design to inform.
and how the service should support its delivery:
4. Fast payment within the same month of application
• Companies need to have resources for the salary with liquidity in mind, which is validated and generated
payment of new workers as soon as possible due to the automatically.
lack of flow.
• The importance of establishing a remote and 5. Clear communication throughout the process for
application process and delivery of the benefit that anyone to easily understand and access.
is aligned with the sanitary guidelines during the
pandemic.
• Key coordination with other services related to
the benefit that allow for a faster process that
interoperates to make the user experience simple and
Learnings and
transparent.
Challenges
• Finally, from the experience with other benefits granted
in the pandemic that had problems with its deliver; the
need of a clear communication of the service and its Design for Implementation
The importance of comprehensively
rules, as well as a system that supports a potential high combining a public policy design and
demand of requirements. implementation in order to achieve the
expected results.
With these needs in mind, we worked on the design and

implementation of the subsidy from 4 intervention areas Consider Extreme Cases
Design the service with more complex
defined by the Government Lab: Strategy, Service, Operation cases in mind, thinking about the
and Organisation, developing a complete system of multiplicity of consultations and
questions that may rise with this type
information, application, monitoring and payment of the
of benefit. This way both satisfactory
subsidy, 100% designed thinking on direct users, MIPYMES responses and user experience are
(MSMEs) and final beneficiaries in mind, which was finally impacted.
made available at www.subsidioalempleo.cl

Disseminate and Communicate with Impact
The learnings of having a comprehensive
and consistent dissemination campaign for
this type of public policies are shown, a
key element to promote the adoption and
use of the benefits among potential users.
73
Give me 5 (Dame esos 5):
Encouraging Positive Interactions
with Young Children during the
Pandemic
Undersecretariat for Pre-school
Education (Subsecretaría de
Educación Parvularia)
2020
Results
57.053 automatized chats
for advice to parents
and caregivers.
32% more reading and

8.5% more physical
activity on caregivers
who logged into the
WhatsApp channel in
comparison with the
control group.
The effects of the pandemic in pre-school
Positive impacts on
education have been devastating. In Chile
caregivers: greater
self-efficacy, alone, over 800.000 children enrolled in
prioritising activities kindergarten were left without access to
with children over educational institutions for most of 2020.
other tasks, remembering
At the long term, negative effects on
to carry out quality
interactions, among the development, learning, physical and
others. mental health of children throughout the
country have been predicted. The innovation
challenge was as follows: How can we favour
Types of Innovation Developedin the development of children at home?
this Project
REGULATIONS
DATA MANAGEMENT
OPERATION AND USE
ORGANIZATIONAL
DESIGN
Experiences, interactions and learning opportunities in survey via WhatsApp that allowed us to compare both group
the first years of life shape the brain's different capacities, answers to know if their appreciated barriers and behaviours
such as vision, hearing, language, and social responses. had changed as a result of the programme.
Nevertheless, in the context of the pandemic, the high stress
and anxiety levels, the confinement, lack of routines and On average, the treatment group increases approximately
families’ physical inactivity reduce the occurrence of quality 7% its probability of putting the 5 principles in practice.
interactions. The main behavioural changes reported by caregivers were
reading stories, moving their body, telling anecdotes, and
The Government Lab carried out the project following three talking about emotions.
work cycles.
The impact on the proportion of caregivers who read with
1. FOCUSING AND EXPLORATION their children in the treatment group was over 32%
In the first project phase we sought to define the results compared to the control group. To play moving their
and objectives we hoped to achieve. We wanted to increase bodies also had a great and significant impact of 8.5%.
small children exposure to learning opportunities at
home by implementing the 5 basic principles of the Ministry We also discovered that caregivers felt more capable, with
of Education, simple actions that adults can do with young more opportunities and motivation to get involved in their
children. kids’ learning, which explains the change in their behaviour.
Behavioural Science has shown that families experience These positive results allowed us to escalate the Dame esos
a variety of barriers that reduce exposure to learning 5 channels at the national level to reach over 400.000
opportunities at home. Lack of attention, failures in self- parents and caregivers that wish to be involved.
regulation, poor skills, cognitive overload, memory problems
and dysfunctional beliefs are some of these factors.
2. DESIGN, PROTOTYPING AND TESTING

In this cycle we choose different techniques to overcome Learnings and
the detected barriers that were grouped in three types of
messages: data, advice, and activities.
Challenges
To articulate the messages and deliver them to caregivers, Use of Channels Already Employed by
we designed an automatic WhatsApp chat flow. We People
The use of WhatsApp allowed us to reach
established a five-week interactive chat, in a timely manner, many families that are normally hard
at the caregivers' own pace and considering the context of to contact. This channel also helps to
survey efficiently and with good response
the pandemic, a solution we named Dame esos 5.
rates.
Both the message content and chat flow were tested with
Impact on Learning
over thirty caregivers through WhatsApp. With the right knowledge, tools and
support, caregivers can positively impact
their children's learning and development
3. EXPERIMENTAL ASSESSMENT DESIGN
at home.
We wanted to measure the Dame esos 5 WhatsApp channel
effectivity to increase young children exposure to learning
Understand Users
opportunities at home. For this, we carry out an experiment When we understand and address the
with two randomly selected groups from a total of 27.897 caregivers’ cognitive, emotional,
social, and contextual barriers, we can
caregivers. All the participants performed an evaluation
effectively change their behaviours.
75
"When I received this report, it
seemed like a great initiative
that moves forward on the right
path of further transparency
and education of the population.
It is always very hard to
understand the orders of
magnitude and comparison
between personal income and
taxes and public expenditure,
but this report helps to
understand and visualise it".
José Inostroza Avaria, Civil Industrial Engineer,
Consultant.
(Report for Taxpayers project)
"My son Martín is three years

old, and Dame esos 5 was a
support and helped him a
lot during the pandemic. We
started to use it as a way
to play and he started to
progress in his goals. Just
the two of us snatched our
time of quarantine at home".
Danitza, Dame esos 5 user.

(Dame esos 5 project)
"Today we have the possibility to rescue critical calls that used

to get lost, and with that people feel more grateful and closer
to us. Thanks to this new service and its protocols we carry out
a more professional service, strengthening the remote platform
and promoting the state modernisation in matters as important as
the prevention of drug consumption and the programmes that Senda
maintains across the country".
Vania Salazar, Social Worker, Fono Drogas Counsellor.
(Fono Drogas project)
76
“Being an accountant and seeing all the problems that were generated
by the quarantine during 2020, I started to look for some benefit or
subsidy for my clients. That is how I found the Employment Subsidy.
I applied and the website turned out to be very easy, very friendly.
The confectionery reinvented itself during the pandemic, and the
Subsidy allowed us to hire new personnel to keep on working”.
Melva Lazo, accountant of La Palmera Confectionery, Antofagasta.

(Employment Subsidy project)
"It is a valuable contribution

that arrives at a time as the
pandemic when violence becomes
more powerful. As a victim for
years, I know how hard it can be
to report when the perpetrator
is nearby. For it to be silent,
24/7, inclusive and with a
confidentiality angle, makes it a
powerful tool".
Magdalena Chávez, user, part of the Roundtable

Country Commitment (Mesa Compromiso País).
(WhatsApp Woman project)
77
Other projects
developed
Additionally, to each one of the previously highlighted innovation cases, we equally share a small
description of other various projects developed under the Agile Consultancy model, which have had
important results for users.
CONSULTANCIES FOR THE DEVELOPMENT OF INNOVATIONS

With the focus on solving a relevant problem for users and institutions, from the complete
development of an innovation process that addresses all the methodological phases of the model
described above, the development of innovations has been a line of work that has transversally
contributed to various institutions and sectors, where beyond the cases highlighted above, we can
mention the following:
Year Institution Results
Develop of an open innovation tender with two related

Aliens and Migration challenges; one to strengthen the support networks for
Department migrants; and another on the generation of encounter
spaces between Chileans and migrants.
Co-creation and assessment of an integrated work model

Ministry of the between Carabineros (Chilean police), the Municipality
2018 Interior and Public and the Community that positively impacts in decreasing
Security the gap between effective felonies rate and the population
security perception.
Develop an innovation programme with seven institutions

from the health care network, in which solutions to
Ministry of Health
address the situation of uncontrolled chronic patients were
developed.
Base diagnosis and process design to improve institutional

Ministry of Housing
efficiency and for a greater link between multi-sectoral
and Urban Planning
actors to contribute to the promptly reduction of slums.
2019 Prototyped, tested, and validated solutions to enhance

National Training and
the labour intermediation services, which include new
Employment Service attention flows in Móvil Busca Empleo, Plataforma Laboral
(SENCE) and ChileAtiende.
78
Design an activity plan to strengthen the innovation of

the institution and closeness to the community, including
Office of National
training intended for the team in capacity building, as
Emergencies (ONEMI)
well as the creation of a disaster risk community in the
Network of Public Innovators.
2019
Characterisation of the current reality of access and
National Service for delivery of health and social care benefits for older adults,
the Elderly (SENAMA) to guide the creation of more effective solutions that
improve their experience.
Ministry of the Co-creation of a graphic climate action kit as part of a

Environment (MMA) COP-25's citizen agenda.
Ministry of Science, Design and execution of an open innovation tender

Technology, Knowledge, focused on the generation of Protection elements for the
and Innovation health personnel during the COVID-19 pandemic.
Design and implementation of the Employment Protection

Ministry of Labour and Act manuals, to communicate in a user-friendly way the
Social Security use of the benefits of the law for both employers and
2020 employees.
Initial diagnosis for the development of a new working

Ministry of Women and
model for the technical roundtable of the Intersectoral
Gender Equity
Femicide Circuit.
Building-up and launching of the remote Work Guidelines,

Civil Service
carrying out a massive training with over 500 participants.
Design and implement a remote digital support service for

Ministry of Health
COVID-19 follow-up and tracing via a WhatsApp bot.
2021
Design a graphic kit to support the implementation of
Secretariat of
geo-referenced information platform google my business
Modernisation
in public institutions.
79
METHODOLOGICAL CONSULTANCIES TO INNOVATE FROM STRATEGY
Along with the complete development of innovations, the Government Lab from its Agile
Consultancy service collaborates with institutions in methodological consultancies to accelerate
the innovation processes they carry out, as well as in generating new capacities to address their
problems from an agile and flexible sprint in a limited time.
Within these consultancies, the facilitation of strategic alignment sessions stands out in particular,
where officials from the different work areas are convened for a sprint of one to three guided
workshops. These sessions have the objective of defining a common journey form of action between
the various internal teams, from the identification and prioritisation of the current main challenges
that impede to achieve the great goals sought by the institution.
Facilitation of the co-creation strategy for the 4th Open

Public Integrity
Government Plan from the Chilean government with
and Transparency
multiple actors from the public, private and civil society
Commission
spheres.
As part of the ten years of enactment of the Transparency

act, a journey form with recommendations concerning the
Council for
institutional strategy was defined; roles and duties: profiles
Transparency
and capacities; goals and incentives; people management
and officers’ involvement.
2018 Strategic co-design and alignment of the new 2018-2022

strategic programmes, which included the Network of
Civil Service
Female Leaders (Red de Mujeres Líderes), Yo Sirvo a Mi País
Tender, Campus, among others.
Application of a public innovation methodology with the

Chilean Navy Chilean Naval Polytechnic Academy for the ideation of
solutions for the institution's problems.
Facilitate public innovation tools to be replicated by citizen

Social Organisations
participation officers in the development of their functions
Division of connecting with users and civil society organisations.
80
Definition of relevant issues for citizens from the axes

Ministry of Economy,
of Regional Development, Sustainable Companies
Development and
and Integration and Development, as part of the
Tourism implementation of the 2030 Agenda.
2018
Undersecretariat of
Co-creation of a Strategic Map with the main objectives,
Assistance Networks
along a journey form of potential solutions to achieve
(Subsecretaría de Redes
them.
Asistenciales)
Identification of the Division's strategic challenges and

Primary Health Care
creation of a potential solutions portfolio to develop for
Division
addressing them.
Develop an ideas portfolio to solve the main challenges

National Statistical raised with users on the access and ease of use of the
Institute (INE) statistical information.
2019 Cultural Heritage

Elaboration of a strategic journey form integrated among
Undersecretariat
all services and institutions linked to the protection and
(Subsecretaría del
promotion of the cultural heritage of Chile.
Patrimonio Cultural)
ChileAtiende - Social Definition of a service strategy based on the new segment

Security Institute value proposal for their users.
Ministry of the Definition of a short- and medium-term strategy that

Interior and Public guides the Reform for Carabineros de Chile and the work
Security of the responsible committee.
Facilitation of a collaborative review and analysis model

2020 of public programmes of Economy and Labour between
Ministry of Finance the Ministry of Finance, Dipres and the Undersecretariat
of Social Evaluation, from a user journey-based view of
duplication and complementarity.
81
Año Institución Resultados
Co-creation of a standard protocol of action to prevent

Ministry of Housing the massive spread of COVID-19 in camps throughout
and Urban Planning the country, by being developed by the Slum Settlement
Programme and of other related institutions.
Analysis and re-design of the process of immigrant ID

cards following the entry into force of the electronic
Civil Registry provisional stamp, identifying all relevant data to be
shared in the process between the different institutions
involved.
2020
Facilitation and co-creation of a journey form of priority
actions to be implemented by the different services
Ministry of Health
participating in the Interministerial Mental Health
Roundtable of the "SaludableMente" programme.
Strategic alignment of the new Division of the Ministry

Fuels and New Energies
of Energy responsible for the future of new fuels for the
Division
country.
Ministry of the Assistance in aligning the objectives of the COVID-19

Interior and Public Social Roundtable in its new phase of operation, involving
Security the design of the structure and work processes.
2021
Methodological design and systematization of the results
Ministry of Health of the Citizen Listening Day of the Step by Step Plan (Plan
Paso a Paso), which served as a source for updating and
future lines of the plan.
82
Outstanding
publications as
project results
MANUAL DE USO Y BUENAS PRÁCTICAS DE LA LEY

DE PROTECCIÓN DEL EMPLEO PARA EMPLEADORES
¿Cómo puedo
proteger
laboralmente a
los trabajadores
de mi empresa
durante la LE Y
DE P
MAN
ROTE
UAL
DE U
emergencia ¿Cóm
CCIÓ SO Y
N DEL BUEN
EMP AS P
LEO R ÁC
PAR TIC A
o
A TR S DE
LA
prot puedo
A BA
sanitaria?
JAD
ORE
S
eger
e m
remu mpleo i
nera y
dur c i ón
eme ante la
rg
sani encia
taria
?
con el apoyo metodológico de:
GUÍAS DE TRABAJO A DISTANCIA EN EL ESTADO:
Cómo trabajar
en tiempos de
emergencia con
el ap
sanitaria
oyo
met
odol
ógic
o de
:
Kit of Climatic Action: Adapting Habits

(Kit de acción climática: Adaptando hábitos)
Remote Work Guide in the State

(Guía de trabajo a distancia en el Estado)
Good Practice Handbook Employment Protection Act

(Manual de buenas prácticas Ley de protección al empleo)
Download them at: lab.gob.cl/publicaciones

84
84
What have
we Learned
Innovating
with
Institutions
and Civil
Servants?
85
85
It is not just about the
methods or "innovative"
ideas. To innovate is to
implement changes that
add value.
The first lesson to be learned from working with institutions innovating under the Agile model is not
to lose sight of the purpose of a public innovation project, which is, at the end of the day, to
generate public value.
This generation of public value, that can be understood as the creation of solutions that are valued
by citizens from an objective benefit in its quality of life 5 , it is not a trivial thing to achieve. With
increased access to global information and the accelerating change trend in the world, many times
public institutions put the generation and incorporation of new ideas, methods, and technologies as
focus, without sufficiently considering a process to clearly identify and understand the issues that
are affecting users.
The vision of considering innovation as the sole application of methods that may be more attractive
to connect with users (such as ideation tenders, hackathons or others), as well as to internally
connect with work teams (brainstorming sessions, co-creation workshops, use of new technologies,
or others), is a phenomenon that is present in all realities, and has even been coined by some
experts like the Theatre of Innovation, where voluntarily or involuntarily, real innovation is not being
achieved despite developing efforts and plans to do so.
In consequence, the challenge is to centre the discussion and work in key elements that will show an
innovation initiative success: value for users, observed impact in the problem resolution, and
not less important for it to have a sustainability potential as service or public policy.
5 Moore, M. (1995), Creating

Public Value : Strategic
Management in Government.
Harvard University Press.
86
Innovation is a practice
that requires authorities
to be involved, shared
objectives and a high
commitment of the teams.
While an innovation process may emerge from a contingency that uncovers a problem unknown
until now by the institutions, this does not imply that it should be addressed in an improvised
manner, or as part of the remaining time of the participants' usual functions.
Once the intentions of the authority to develop an innovation project have been defined, it
is key to define the people in charge of their management and how much time dedication
they will give to the project, implying the redistribution of tasks to other servants, if needed. The
commitment level and high dedication of teams with the project is a determining factor when it
comes to achieving concrete and timely results that truly solve the problems for which they were
created.
Nevertheless, beyond the core team with which they work, each innovation project will require the
occasional or even multiple incorporation of many other officers of the institution, which usually
implies a problem for them at the expense of fulfilling their main responsibilities. For this, along with
defining the time dedicated by the core team, it is key that the authority generates a strategic
alignment of the entire organisation with the objectives of the project, continuously
socialising the message of its relevance for users and indicating its priority over other tasks
to the middle management to support the different officials called to participate in the different
instances required by the project.
87
A sustainable innovation
does not solely happen
by changing a component
of the service, but for a
comprehensive transformation.
A third key lesson comes from the experience of working under the Agile Consultancy model, is the
importance of comprehensively addressing each innovation, always from a user-centred vision, but
considering an assessment of various perspectives that may underscore in it to be sustainable.
These perspectives drawn from the different innovations developed have been presented in the first
volume of A Different Angle: What is the Chilean Model of Public Innovation? Six Years of the Government
Lab and summed up in four areas of main change: Strategy, Service, Operation and Organisation.
The call of this analysis framework is to always visualise innovation opportunities as the tip of the
iceberg of a more profound process of sustainable innovation. Thus, e.g., if a new service is proposed
as a solution to a public problem relevant to users, changes in these four areas must be questioned and
evaluated, inviting us to ask ourselves questions like: what regulatory adaptations are required? Through
what channels it will be delivered? What type of communication must be provided to be used effectively?
What processes should support its operation? What new roles must be developed in the organisation? Or
even, what new organisational structure is required to provide sustainability?
Considering these questions and others learned from the experience, the framework of the four
change areas allowed us to group twelve components likely to intervene in a project, which
have been defined as Types of Innovation. In this way, from the strategy area, the institutional
alignments, collaboration networks, or regulation may be considered; form the Service to their value
proposal, attention model, way of communicating, as well as the behavioural changes expected by users;
concerning its operation consider its internal processes, technology, and data; and, finally concerning
organisation the organisational design, as well as roles and required skills.
While all these types can be an innovation by themselves, it is key to understand that in practice they will
always be combined in different ways to produce solutions that are successfully implemented and achieve
their intended results.
88
We must not only be
prepared for when
innovations fail, but above
all, for when they succeed.
A last lesson to highlight within the accompaniment work for the development of public
innovations, and that extends to innovation in general, is to be prepared for the success of
solutions.
The development of an innovation implies a significant mobilisation effort from the organisation
and its collaborators, having in mind that sometimes the expected effects might not be achieved.
However, this in general may be considered as a fundamental part of the trial-and-error process
that changing implies.
The problem is when the complete opposite happens, i.e., when despite having demonstrated that
the solution is effective, it is not finally incorporated into the operation of the organisation, a model
for escalating it up is not generated, or it is simply not promoted communicatively in the expected
way. In this situation the problem is not the failure of the solution, but not knowing how to
properly manage a successful innovation.
The seriousness of this problem and why it is so relevant to consider when embarking on an
innovation project is not only based on the fact that in the end the users' problems are not solved,
but also because the next time we want to mobilise and motivate the institution's collaborators
to participate in an innovation process, it will be doubly difficult, since the background of having
committed oneself in terms of work and emotionally to a project that did have results and that due
to lack of management does not end up being incorporated, is even more frustrating than to never
have been able to reach the solution.
89
Government Lab's
Team
Álvaro Carreño Giancarlo Sillerico
Alejandra Gómez Ignacio Paiva
Carlos Carrillo Javiera Miranda
Catalina Gutiérrez Joaquín Collao
Cristobal Abedrapo Laura González
Daniela Herrera Lorena Torres
Diego Guzmán María Belén Conde
Eduardo Navarro Myriam Meyer
Elisa Breull Orlando Rojas
Fran Garretón Roman Yosif
Francisca Moya Teresa Echevarría
Fremberling Ramos Tomás Dintrans
90
91
92

Different Angle: How To Achieve An Impact in A Public Innovation Project?

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diﬀerent

(Otro Ángulo: Perspectivas de Innovación Pública)

How to Achieve an Impact in

How to quote this book?

7 Why develop an Agile service for public innovation?

13 Agile value proposal

21 An Agile Model for Public Innovation

51 Innovation Cases Developed under the Agile Model

What have we learned innovating with institutions

* Each project may result in more than one

"To work with the Government Lab has been one of

Installation of Sustainable Practices

Accompaniment in the Implementation

Trust in the State Inter-sectoral

Structural Lower Lack of Internal

Productivity of the Quality of public

In Which projects is the Agile

• Defined initial problem, which allows for exploration from

• Potential impact of the posed problem and of the

• Declared strategic commitment of the institution with the

• Level of alignment of problems with the central

Scheme 4: Interaction of Agile model components

Public Innovation Principles

Agile approach Innovation

Diverse team with common skills

2. A Diverse Team with Common Skills

The previously described focus is complemented by

General Transversals Skills

Prototype Pilot and Facilitate and

Some practices of agile methodologies incorporated in the management of public innovation

a. SHORT FEEDBACK CYCLES UNDER A SUSTAINED WORK PACE

b. REDEFINITION OF PRIORITIES UNDER A CLEAR GOVERNANCE AND A COMMITTED

Scheme 6: Type structure of an Agile work cycle.

Week 1 Week 2 Week 3 Week 4 Week 5

Planning and Demo and

Technical tables and Executive Committee

4. Innovation from Design as Methodological Base

1 Brown, T. (2008), Design

How Does This Approach Set a Process to Innovate

2. FIRST UNDERSTAND THE PROBLEM, THEN FOCUS ON THE SOLUTION

What are the Project Phases According to the Agile

* Phases of the Double

DURATION OF EACH PHASE

2 to 3 weeks 1 month 1 month

BUILD AND VALIDATE THE INSTITUTION'S ZERO WORKSHEET.

DEFINE GOVERNANCE AND WORK TEAM.

VALIDATE THE INITIAL PROBLEM AND SCOPE OF THE PROJECT.

DEFINE AGILE CYCLES AND VALIDATE INITIAL WORK PLAN.

PLAN THE OFFICIAL START-UP MILESTONE.

• Investigate the current situation of the institution

• Identify the institution's civil servants active on

• Consider members from different operating and

IDENTIFY ACTORS RELATED TO THE PROBLEM.

DEFINE RESEARCH OBJECTIVES AND HYPOTHESES.

DEFINE RESEARCH METHODS AND INSTRUMENTS.

COLLECT INFORMATION WITH USERS IN THE FIELD.

CHARACTERISE USER PROFILES AND EXPERIENCE.

SYSTEMATISE FINDINGS AND EXPECTED ATTRIBUTES.

DEFINE REFORMULATED PROBLEMS AND INNOVATION CHALLENGES.

• Characterise not only the external users' profiles and

• Cover different geographical realities in the research,

• Combine different research methods (ask users, observe