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THE OECD OBSERVATORY OF PUBLIC SECTORINNOVATION (OPSI)
Visit of the Regional School of Public Administration (ReSPA) to the OECDParis, 4 February 2014
Why public sector innovation?
• Constrained resources
• More demand
• Greater expectations
• Demographic challenge
• Complex social issues
OPSI Database: content
Definition of PSI
= the implementation of a new, (to the organisation), way in
which it operates or in the services that it provides which
results in improvements in at least one of the following areas:
• Cost efficiency; • Service quality; or• User or employee satisfaction
Key characteristics of an innovation:
Novelty Implementation Impact
Observatory of Public Sector Innovation
Inspire PromoteShare
OECD Observatory of Public Sector Innovation
www.oecd.org/governance/observatory-public-sector-innovationRegister with your MY OECD account, for help e-mail OPSI@oecd.org
Denmark: Borger.dk
Personalised one stop shop
OPSI evidence-base on innovations
Structure
UK: The Work Program payment-by-results scheme
for employment services
Australia: SEDIF Investment fund for social
enterprisesUK: Social impact bonds in
the justice sector
Program Funding
Iceland Policing and social media
MexicoEnhancing budget
transparency
Canada: ICT-based training tools for
overseas immigration officers
Netherlands: P-directShared service centre for HR Belgium
Rationalising office space in
federal government
Human Resource
Australia: Speechbubble Online engagement platform to
design services with users
Canada Open Policy Development
Finland Participatory
design technique and prototyping in
hospitals
KoreaSingle system to manage service
complaintsService delivery
Italy Mobile service counters for
social security services
Open government
OPSI Research: Improving government performance through innovation
HR
Info
Fund
Rules
Risk mgm
t
Setting up effective institutional arrangements supporting innovation
Incentivizing staff and building a culture of innovation
Rethinking regulations and procedures
Capturing and sharing information and
knowledge
Optimising investment and resources
allocation
Managing risk and uncertainty
Structure
Enabling innovation
Making innovation part of the day job
Trialling and making mistakes
Targeting resources
Leveraging on networks
Getting leaders on board
Co-producing with users
Innovation unitsStructure
Co-design, prototyping:Cardboard hospital, Finland
Risk mgm
t
Building a culture of innovationBelgium: Innovation competition
HR
2014:• Expanding database by collecting more innovations (new
sectors / areas) – cooperation with other OECD Directorates• Develop strong usage base in OECD governments• Research on enabling frameworks for innovation• Start developing platform interactive functionalities• Innovation Conference in Paris (September 2014)
2015: • Research on measuring costs & benefits of innovations• Fully developed online platform and communities • Expand outreach activities with non-members (regional
antennas)
Next steps
Daniel GersonPublic Sector Reform DivisionPublic Governance and Territorial Development DirectorateOECD
daniel.gerson@oecd.org
THANK YOU FOR YOUR ATTENTION
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