Name of person filling Position Contact details Karolina Iwińska Junior Inspector, Economic Development Unit, European Funds and Economic Development Department, City of Warsaw k.iwinska@um.warszawa.pl This template is designed to guide you through the process of describing a local/regional innovation-related practice that you know either because of direct involvement, or through observation. Each CCIC partner (a local or regional authority, or subsidiary of one) is requested to complete 10-12 such templates. The summarized information will be used in thematic group discussions, as well as to increase partners awareness of good innovation practices across the different regions. No question requires lengthy input. Focus on description, not on analysis. Be concise and clear, and check if your answer really matches the question(s) asked. You are advised to answer all of the questions in order to guarantee a complete description. Where you do not have the required information, try to identify a reliable and credible source, who could provide the missing details, and include that in the description of the practice. Every time you rely on a source, please specify at least their position and/or organization. Names, or other personally identifiable information, are not necessary. Under question 15 you may add any other relevant information that you consider important, but missing from the rest of the questions. 1. Name of the practice (can be a one-sentence description, to be used for future referrals). Also include a web link, if available 2. In which of the four thematic groups would this practice fit the best? What other policy areas, if any, are related? Please write any other policy area that you find to be influenced by the particular innovation. No further details are necessary. City Payment Card X Innovative financial instruments Public Procurement and Innovation Civil society inclusion Publicly-owned enterprises Other (please specify) Page 1 of 5
3. What is it that makes your organisation believe this practice represents an innovation? Please state reasons why the practice represents an innovation, according to your organisation 4. What change resulted from the innovation in question? What problem(s) did it address? What was the initial status of the problem(s) it addressed? Describe what changed as a result of this practice try to specifically link a problem, and identify how this problem has been solved in terms of results achieved. 5. What were the main motivations behind proposing the innovation? Share briefly what factors motivated the implementation of the particular innovation external pressure, political decision, economic/social analysis, NGO proposals or demands, management reorganization, any inefficiencies, etc. 6. Which organisation initiated the innovation process? Was it initiated by an actor from outside or from inside the organisation? Who were the innovations champions inside the organisation? How did they interact with champions from other organisations involved, if there were any? Describe whether the innovation was conceived internally within the organization or prompted from an external actor. Mention all those who worked to promote the innovation within the organization ( champions ). It is an innovative product which combines functionality of traditional payment card and a ticket for public transport on one magnetic card and it s an example of successful cooperation between public and private sector for raising the quality of public services. It was the first product with such functionalities in Poland (it was created in 2010). Due to financial crisis and increasing prices of fossil fuels costs related to maintain public transport infrastructure are getting higher and higher. It influences on the prices of public transport tickets and charges inhabitants pockets. The introduced innovation is a way to minimise costs of public transport tickets. In 2010 the City of Warsaw started cooperation with one of the commercial bank - City Handlowy and elaborate a new product. A card that has functionality of traditional payment card and magnetic transport ticket gave citizens a possibility to save money while buying tickets. Clients of City Handlowy Bank, who have debit card can count on 10% discount of a ticket price and these who have also credit card in the bank can get 20% discount. Discounts are covered by the bank. Motivations: Economic analysis Raising the quality and complexity of public services It was the Public Transport Authority of Warsaw ZTM (City of Warsaw unit) and City Bank Handlowy that initiated the innovation and work on the idea development and implementation. The main role was played by the private partner. Page 2 of 5
7. Which institutions, organisations and social groups would be considered stakeholders (that benefit from the implementation of this innovation)? What are their respective stakes? Identify stakeholders involved both internal (such as a Department Head) and external (businesses, national political institution, citizens organisations or groups), as well as how benefits from the innovation are distributed across them. 8. How was political support built, and why was it necessary (or why was it not)? What challenges had to be resolved? How was the public involved? Attempt to define the political factors influencing the realization of the innovation, as well as why was it necessary if at all to seek political support. Mention if citizens were involved as a political actor (i.e. to demonstrate public demand) and how. 9. What lessons were learned during the innovation planning phase? Try to address specific knowledge acquired while planning the innovation with regard to local systems, stakeholder relationships, political pressures, etc. Elaborate specific policy conclusions with regard to the innovation planning phase. 10. What changes were introduced in the organisation as a result? Were different policies adopted (to sustain the innovation)? Were structural changes made? Describe specifically if the implementation of this practice also resulted in internal changes within the organization, and what prompted them. Address both structural/management and policy changes. Main stakeholders are: - Warsaw s inhabitants using public transport - Clients of the City Handlowy bank - Other suppliers of transport services from metropolitan area Introducing this kind of innovation hasn t affected on organisation and functioning of ZTM. One thing changed there was a necessity of changing ticket machines to adjust to the new solution. Page 3 of 5
11. What could have been done differently to strengthen the accomplishments of the innovation? Give specific examples what makes the innovation success, and think specifically about what could have been done differently to strengthen that success, i.e earlier start, involvement of other stakeholders, different communication strategy, etc. 12. What procedures have been used for the evaluation of the innovation's impact, if any? If none were used, why? Comment on how the practice has been evaluated, if at all (i.e. through surveys, interviews, benchmarking, etc.; was there an external consultant involved or was it done only in house). If it were not formally evaluated, comment on how and who determined if the practice is a success, and in what terms. 13. Has the innovation been recognised externally by an independent entity (one that has not been involved in the planning and/or implementation phases), by means of, for example, a public award or a detailed media publication? Mention any form of formal recognition about the innovative status of this practice that you are aware of. Especially relevant are acts of recognition coming from an NGO or a reputable international organization. (this task is rather on private partner side) City Payment card won a title of the most innovative Polish card in 2010 and was rewarded by the Central European Electronic Card Conference. In 2010 it was the fist such kind of product in Poland and Europe, and the second in the world just behind the pioneer Singapore. There was a promotion campaign about this product and lot of media publication took place, also on thematic portals related to innovations, new technologies, ICT etc. After Warsaw also other Polish cities started elaboration of such idea, an example is the City of Bydgoszcz. Page 4 of 5
14. Has the idea for the innovation been borrowed from another successfully implemented experience? If yes, how did the adopting institution learn about it? If this was an original idea, has there been interest from other parties/entities (besides CCIC) about its application? In case you are aware, please comment if this practice was transferred from another source and how was knowledge about it shared. 15. Other comments Please include any other information, which you consider relevant and important for this practice, but has not been already covered by previous questions. This kind of activity, in a presented shape, has a pioneer character in Poland scale. More and more Polish public institutions are now trying to establish purchasing group for different kind of services, not only for the energy supply Information about the practice can be widen and supplemented for a request of interested CCIC partners after a contact with ZTM. Page 5 of 5