IBA Communications Club

Brandwitz 2015
Sep 18, 2015

Ghazi Kamrul Abedin | Md. Shakhawatul Islam

Nurturing Innovation Through the Service Innovation Fund:

The Case of the Access to Information (A2I) Program
The Service Innovation Fund (SIF) aims to ideate, incubate, evaluate, update and replicate
innovations in delivering services to the citizens at the bottom of the pyramid. It strives to
finance pioneering and creative innovations, which provide public services to the underserved
communities in a cost effective mechanism and to enhance the capacity of small and medium
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scaled initiatives that look to find creative solutions in the field of technology for development.
- Access to Information (a2i), 2014

INTRODUCTIONi
Mr. Kabir Bin Anwar, Program Director of the Access to Information (A2I) project pondered
about the future of the Service Innovation Fund (SIF) initiative as he waited for his team to
deliver the progress report on the project that they had worked on tirelessly for the past few
weeks.
Mr. Mustafizur Rahman, Director (Innovation) stood up and said, So far we have funded 62
initiatives, which fit the criteria for the SIF. I am happy to report that among these, 10 of the
projects have successfully completed the 12-month pilot implementation phase and have
developed into sustainable ideas that can continue into the foreseeable future. The rest are
still in the pipeline. I am optimistic about their progress.
The room broke out into applause. Anir Chowdhury, Policy Advisor slowly clapped along with
the rest of the team. His concerns, however, were far from over.

Ghazi Kamrul Abedin, a student of the Institute of Business Administration (IBA), University of Dhaka developed this case in
collaboration with Md. Shakhawatul Islam, Innovation Associate, Access to Information (A2I) Program, solely for Brandwitz
2015, organized by IBA Communication Club, IBA, University of Dhaka. This case is not intended to serve as an endorsement,
a source of primary data, or an illustration of effective or ineffective management. The case was prepared under the aegis of
Access to Information (A2I) Program, Prime Ministers Office, Government of the Peoples Republic of Bangladesh.
Copyright @2015 IBA Communication Club (IBACC). The publication may not be digitized, photocopied, or otherwise
reproduced, posted or transmitted, without the permission of IBA Communications Club.
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Adapted with permission from Access to Information (a2i) program web page. See
http://www.a2i.pmo.gov.bd/sites/default/files/Service%20Innovation%20Fund_09_Janu_14.pdf

Anything else we should know? he asked his team. The atmosphere in the room had
turned uneasy. The question was unexpected.
Out of the sixty two projects that we have funded using SIF so far, forty of the proposals
came from public offices. The remaining came from private sector individuals and firms. one
of the associates answered as he pointed to the information presented in the slide.
So, let me get this straight. said Mr. Chowdhury. Essentially, private sector participation is
fairly low compared to public sector participation. Also, there is always a risk of adverse
selection, whether the funded projects can be sustainable in the long run at all. Even if they
are sustainable, how do we ensure effective scale up and commercialization in the future?
Mr. Anwar always knew in his mind that private sector participation was significantly lower
than it should be and something had to be done. The numbers only reaffirmed his point.
So? What do you guys think? asked Mr. Anwar. We planned on disbursing around eighty
crores in seed funds for any idea that used technology to improve the provision of public
services, regardless of whom it came from. Proposals from within the government are to be
expected with any government initiative. What about the rest of the country? he added.
The conference room fell silent.
Only yesterday, I just happened to see three proposals. The first one was from a public
office, which proposed an innovative way for processing traffic tickets and fines online. The
second one was from a software service provider with a request for developing an SMSbased query system for livestock services. The third one was from an NGO requesting to
finance a dairy firm initiative to provide access to milk and dairy products for the local
community. Clearly, people have differing opinions than that of our own regarding what
innovation in delivering public services mean. he remarked.
I refuse to believe that there are only 62 ideas worth funding in this nation of 160 million
people. We need to be in talks with the right people who can pitch more innovative
proposals. Either find them or help them find us. he concluded as he stood up to leave the
meeting.
On his way back to his office, Mr. Anwar reflected on the humble beginnings of the Access to
Information (a2i) Program, how it had transformed from a simple idea into an ambassador
for the Digital Bangladesh revolution.2

The excerpt provided is a simulation of a meeting between the Project Director of the Access to Information (a2i) program and
the team working on the Service Innovation Fund (SIF) project. All dialogues used in the excerpt are fictitious and have been
designed to provide a realistic setting for academic discussion.

ACCESS TO INFORMATION (A2I) PROGRAM

Bangladesh has been on the cusp of a digital revolution ever since the current government
set its sights to realizing the vision of a Digital Bangladesh. The Access to Information (a2i)
Program, supported by the United Nations Development Program (UNDP) and the United
States Agency for International Development (USAID), and spearheaded by the Prime
Ministers Office, stands at the forefront of building a digital nation. Their agenda take
public services all the way to every doorstep within the country.3 (See Exhibit 1)
The time frame of the project's first phase was 2006 2011. The best-known success of the
phase was the 53 Quick Win initiatives, which began in 2008 under the leadership of the
Secretaries. These Quick Win interventions, influenced significantly by the Service
Improvement wave, created the first batch of citizen-focused e-services in Bangladesh and
transformed the way services are delivered to the citizen. (See Exhibit 2)
During the phase, fundamental progress was made in improving access to public services.
However, it is critical to expand the breadth and width of such simplified services and
improve the service delivery model to counter the impact of widespread outdated manual
processes, resistance to change by civil service staff and a lack of transparency that still
frustrates citizens in their attempts to avail of government information and services.
Access to Information (A2I) Program, aiming at e-service delivery for transparency and
responsiveness, is the new and improved version of the original program. Similar to the first
phase, the new project is being implemented by the Prime Ministers Office (PMO) to drive
innovation in service delivery. At the same time, since the project is facilitating
implementation of e-services across various Ministries, directorates and in field
administration, it is working closely with the Cabinet Division.
4

The objective of the project is to increase transparency, improve governance, and reduce
the time, difficulty and costs of obtaining government services for under-served communities
of Bangladesh. This is to be achieved by:

Strengthening existing e-services and launching a second generation of integrated,

inter-operable e-government applications
Sensitizing government officials, training service providers and expanding digital
literacy among the general public
Forging strong policy and strategy links to ensure implementation of needed legal
and regulatory changes in support of the project
Promoting innovation in the delivery of e-services

3
4

For more details see http://www.a2i.pmo.gov.bd/content/quick-wins-innovation-services

Source: http://www.a2i.pmo.gov.bd/content/a2i-components

SERVICE INNOVATION FUND (SIF) INITIATIVE

Following the widespread success of the Quick Wins initiatives, a2i launched the Service
Innovation Fund (SIF) in March 2013 with the objective to provide seed funding to pioneering
and creative innovations which cater to delivering public services in less time, fewer costs
and fewer visits and to scale up the operations of small to medium initiatives working to find
creative solutions via technology for the purpose of development.5
Experience suggested that one of the primary hurdles to the spread of innovation was the
lack of seed capital for launching and experimenting with pilot projects. Many of the
initiatives undertaken by government officials never become operational due to lack of
technical and financial support. Another challenge was the rigid and rule bound nature of
government itself, whereby failure is not an option. As such, an inflexible environment where
fear of reprisal due to failure persisted was not conducive to fostering innovative ideas.
Quick Wins addressed these issues by providing a platform for risk taking, where failure was
not rewarded by penalty but rather as a learning outcome. The funding for these initiatives
came from redistribution of resources from ministries and departments, donors, leftover
funds from the exchequer, trust funds, private sector Corporate Social Responsibility (CSR)
Funds and Public-Private Parnerships. As such, the problem was fairly evident. There
needed to be a stable source and steady stream of funds to finance creative initiatives. As
such, the SIF Program was undertaken as an extension of the Quick-Win initiatives albeit in
a more formal manner with a proper financial mechanism. Whereas the Quick-Wins spent a
total of USD 2 million in direct a2i funds, the SIF project started with an initial fund of USD 10
million for 3 years. There are plans to increase the size of the fund to USD 50 million.6

PARAMETERS OF THE SERVICE INNOVATION FUND

The SIF defines innovation based on its relevance to public service delivery. The fund is
exclusive to any idea that directly improves service delivery to citizens measured around four
parameters, which are aligned with a2is motto of service at citizens doorsteps.7

Reducing time to receive a service (including travel time, waiting time etc.)
Reducing the cost of availing such services (fees, travel expenses, lost wages,
opportunity costs, overnight accommodation expenses etc.)
Reducing the number of visits to government offices to complete relevant formalities,
transaction and then receive the service
Improving the quality of service

5
6
7

Ibid.
Ibid
For a complete list of SIF awardees, see http://www.a2i.pmo.gov.bd/innovation-fund-awardees

PRIORITY AREAS OF CONSIDERATION

In a nutshell, the SIF caters towards services that seek to serve the underserved segment of
the population. However, some specific areas are given priority over others, which include
any form of electronic or mobile (e/m) services that cater to the poor and certain groups such
as women, elderly, ethnic minorities and people with disabilities, facilitate or improve existing
service delivery points such as Union Digital Centers, National e-services System etc., aid in
preventing and protecting gender rights, focus on rural development, encourage green
technologies and renewable energy sources, replace outdated devices with better,
affordable alternatives to deliver service to the masses, empowers the citizens right to
information. Furthermore, web based and mobile enabled applications with specific focus on
facilitating the use of Bangla are also included. Aside from these areas of concentration, the
Technical Experts Panel (TEP) 8 may consider any innovation proposal that significantly
improves the quality of service delivery without the use of ICT as the medium and those that
do not conform to the parameters.

MECHANISM OF FUNDING
The amount awarded depends on the scope of the project and a maximum of twenty-five
lacs in Taka can be allotted for a single proposal. The proposals for the Service Innovation
Fund are collected online only through a web-based portal available in the a2i website.
Interested applicants have to register with the system (See Exhibit 3) and fill up a form that
looks for seven basic criteria: the name of the initiative (in 20 words or less), the category of
the proposed project, the problem that the initiative looks to address, the proposed solution,
the dependents (the relevant ministries, departments, individuals or institutions whose help
is needed), the beneficiaries and the duration of the project9. In the absence of access to a
personal computer or device to submit the proposal, applicants can register through the help
of their respective Union/Pouro/City Digital Centers (UDC/PDC/CDC). A common problem
faced by a2i is that many non-government organizations (NGOs) often submit proposals
that have been prepared in a different format. The seven-point format required by a2i is
purely to facilitate ease of submission, thus bypassing the need for detailed and meticulous
business plans. Once proposals have been submitted, they are handed over to the TEP,
which then shortlists the proposals based on how well they have covered the scope of the
SIF. The shortlisted applicants are then provided with a comprehensive proposal format to
prepare for a proposal-designing workshop. The workshop guides the applicants in
preparing presentations, project design, work plan, time plan and budget (See Exhibit 4).
The applicants then officially present their proposals using the documents fine-tuned in the
workshop (See Exhibit 5). The proposals are then scored on the basis of the scope of the
problem identified, the quality of the solution, the feasibility of implementation and the longterm sustainability of the venture.10 (See Exhibit 6)

Technical Experts Panel (TEP) evaluates every proposal for its potential and long-term sustainability. They are the evaluators
of the fund. The panel mostly includes personnel with domain expertise along with a thorough understanding of public service
delivery development
9
Source: http://www.a2i.pmo.gov.bd/content/frequently-asked-question-faq-innovation-fund
10
Ibid.

Proposals are evaluated in rounds and there are no limits to the number of proposals that
can get awarded in each round. Approved projects are usually allowed a maximum time
frame of 12 months to successfully launch and implement the pilot project. The project is
continuously monitored throughout the tenure and after 12 months, the success is measured
using a thorough analysis of time, cost and value (TCV). The objective is not to create a
stand-alone project but rather a platform that can be integrated into the government system
and scaled up accordingly if the venture significantly improves the relevant public service
delivery. (See Exhibit 7)

CAMPAIGNS
The Innovation Circle is a public service innovation demonstration and review event
arranged by Divisional Commissioners Office, supported by Cabinet division and
coordinated by a2i program for all divisional, district and Upazila level Innovation Teams for
creating an innovation culture within civil service. Culture, in this context, means creating
enthusiasm in generating service innovation ideas, learning to experiment even with failure,
working in teams, implementing ideas with local fund, creating local project review
mechanisms, recognizing excellence in delivering innovation etc. The Divisional
Commissioners Office arranges the meeting. It involves cross-departmental synergy as the
relevant ministries, departments and offices pool their resources to provide mentors and
expert advice for the innovators.11
The Students Innovation Camp is an attempt to engage young, creative minds from all over
the country to put forward innovative ideas and to develop the culture of pursuit of
innovation at every level within the education system. Students are encouraged to
participate in these programs, where opportunities exist for their ideas to be transformed into
tangible projects under the patronage of the SIF initiative.12
Access to Information (a2i) maintains an active Facebook page where it regularly posts
interesting content relevant to innovation, answers follower queries. It provides a platform to
engage with target audiences through the power of the Internet and social media.13

11

For more information, visit http://www.a2i.pmo.gov.bd/innovation-circle

For more information, visit http://www.a2i.pmo.gov.bd/content/students-innovation-camp
13
URL: https://www.facebook.com/a2iBangladesh?fref=ts
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CONCLUSION
Back in his office, Mr. Kabir Bin Anwar wondered about the future of the SIF program and
whether it showed enough promise to warrant an expansion from a USD 10 million fund to a
USD 50 million behemoth. He had hoped that by this time, the project would have seen more
success. A flurry of questions flooded his mind. Were there any strategic shortcomings?
Which problems needed immediate attention? Should they do something to resolve the
issues or was it too early to take action? If so, how would they go about doing it? Were these
the right questions at all? These were questions that needed real answers.

EXHIBIT 1
Infograph highlighting the various successful public service improvement initiatives taken
under the Access to Information (a2i) Program, Prime Ministers Office.

EXHIBIT 2
An example of an innovation public service; e-Purjee: A Quick Win Initiative

EXHIBIT 3
Registration and login interface for the SIF online application portal

EXHIBIT 4
Applicant for SIF being mentored in a presentation design workshop before facing TEP
selection

EXHIBIT 5
SIF Applicant presenting project proposal to Technical Expert Panel (TEP)

EXHIBIT 6
SIF Awardees meet the CIOs/IOs of public offices relevant to their projects and receive
training on project management in an orientation workshop

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EXHIBIT 7
Honorable Prime Minister handing over multimedia talking books (developed using SIF by
YPSA) to visually impaired students at a book handover ceremony on January 1, 2015

EXHIBIT 8
Upazilla Agricultural Extension Officer, Belkuchi, Sirajganj, getting awarded the Service
Innovation Fund (SIF) at an award ceremony on February 12, 2015

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EXHIBIT 9
The Access to Information (a2i) Innovation Cycle

The Institute of Business Administration (IBA), University of Dhaka and IBA Communication Club (IBACC) would
like to put in a special mention for Mr. Kabir Bin Anwar, Mr. Mustafizur Rahman and Mr. Anir Chowdhury for
kindly allowing the use of their names and designations in the preparation of this case.

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