OECD Observatory of Public Sector Innovation

📢Yesterday, we hosted another meeting of our community of #behavioural science experts in government to explore topics at the intersection of #AI and the #GreenTransition 💡🌱 📣We revealed a new name for our community: #BRAIN 🧠 – which stands for "Behavioural Research in Action International Network" 🌍This informal network has now grown to over 500 members from 58 countries! BRAIN is officially the world’s largest community of behavioural science practitioners in government. This speaks volumes about the growing importance of behavioural science in shaping better government policies worldwide 🚀 🌟 So, What’s Next? 1️⃣ BRAIN Gov Leaders: We’ll be launching a steering group of senior government officials from around the world. These leaders will guide BRAIN’s strategic direction and ensure that behavioural science continues to shape better government policies 🌐 2️⃣ Working Groups: We’ll continue driving change through specialised working groups focused on key areas like sludge, AI, environment, citizen participation, noise, and more. These informal groups will connect policymakers with experts to tackle today’s most pressing challenges 🌱⚡ 💡 If you're eager to engage with this vibrant, global community and make an impact, learn more about the BRAIN initiative on our website (link in comments below) 👇 👏 A huge thank you to everyone who contributes to this incredible community – your insights, passion, and collaboration are what make it thrive. Special thanks to my amazing colleagues at the OECD - OCDE for making it all possible! 🙏 Thank you all, and I look forward to continuing this exciting journey together 💥

La innovación pública debe tener un propósito social y estar al servicio de las personas. En contextos marcados por altas desigualdades y exclusiones, debe generar valor público e impacto social. En la Iberoamérica de hoy, las políticas públicas evolucionan a un ritmo sin precedentes, impulsadas por la necesidad de crear soluciones más inclusivas, receptivas e innovadoras para responder a desafíos disruptivos en lo que Zygmunt Bauman apodó “tiempos líquidos”, tiempos de incertidumbre, volatilidad y ansiedad. Vea nuestro informe al respecto desde la OCDE y SEGIB. https://lnkd.in/ecEJ8d47

📢 OECD Recommendation on Human-centred Public Administrative Services The 2024 results from the #OECDTrustSurvey confirm that investing in reliable, responsive, and fair public services can enhance people’s trust in government, with improvements in service speed, ease of access, responsiveness to feedback, and fair treatment contributing to higher satisfaction.  The Recommendation on Human-centred Public Administrative Services offers a clear, common framework for designing and delivering government services that are tailored to people's needs and support them through major life events and challenges, such as having a baby; getting married or losing a loved one. The Recommendation outlines practices for governments to design and deliver human-centred public administrative services through: 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐕𝐢𝐬𝐢𝐨𝐧, 𝐕𝐚𝐥𝐮𝐞𝐬, 𝐚𝐧𝐝 𝐑𝐢𝐠𝐡𝐭𝐬 ➡️ Setting a coherent and holistic, strategic vision across all levels of government, promoting the design and delivery of services that consider and meet the needs of all users. ➡️ Respecting the legal and democratic rights of users. 𝐂𝐨𝐫𝐞 𝐅𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧𝐬 ➡️ Establishing leadership and governance arrangements to ensure oversight of the inclusion of human-centred principles. ➡️ Developing a well-resourced work environment and positive work culture for those designing and delivering services, where staff can develop their knowledge and skills. ➡️ Developing and using secure and scalable digital public infrastructure for both service users and providers. 𝐒𝐞𝐚𝐦𝐥𝐞𝐬𝐬 𝐚𝐧𝐝 𝐀𝐜𝐜𝐞𝐬𝐬𝐢𝐛𝐥𝐞 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬 ➡️ Developing simple and intuitive processes that are accessible, inclusive and coherent across channels (phone, online, in-person), to facilitate a smooth user journey. ➡️ Adopting an innovative and inclusive approach, and engaging with the public on their views, to keep pace with evolving technologies, social contexts and behaviours. 𝐌𝐞𝐚𝐬𝐮𝐫𝐞𝐦𝐞𝐧𝐭, 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐚𝐧𝐝 𝐈𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭 ➡️ Measuring and evaluating users’ experiences and service performance, including through user feedback surveys and interviews. ➡️ Making adjustments to respond to user needs and improve satisfaction with services. See the Recommendation 👉 https://lnkd.in/g6W6qSJy The Recommendation was born out of the Declaration on Building Trust and Reinforcing Democracy, adopted during the 2022 Ministerial meeting of the Public Governance Committee, and is a key output of the OECD Reinforcing Democracy Initiative. OECD - OCDE Conor D. Bruno Monteiro Felipe González-Zapata Jose Manuel Diaz Pulido Nick Thijs Brett Carson Giuseppa Ottimofiore Elizabeth Manning

Amidst low and declining levels of trust in public institutions in #Bulgaria, the 🆕 OECD report explores how boosting public sector innovation could enhance the responsiveness of Bulgaria’s State Administration and reinforce trust. It reviews the country’s current capacity to #innovate and provides 11 actions across key governance areas.   Key findings ↪️Innovative capacity is emerging, but strategic steering & central co-ordination of public sector innovation are needed ↪️Innovation is carried out at the leadership level, but more support is needed to spread it across all levels of the State Administration ↪️Emphasis on funding and evaluation are essential for more transformative innovation ↪️Present innovation skills need to be expanded across all levels of the State Administration ↪️Motivation to innovate exists, but a workforce strategy and incentives are necessary for widespread innovation   Learn more 🔗 https://lnkd.in/eFNJ5yaN The report was funded by the 🇪🇺 European Union via the #TSI, and implemented by the OECD, in cooperation with the European Commission. Joaquin Collao Jul, Piret Tõnurist, Ignacio Paiva, Gabriela Coddou Reyes, Adriana Rantcheva, Carlos Santiso, Marco Daglio

📢 Introducing a New Curriculum for Anticipatory Innovation Governance 📢 On October 1st, the OECD Observatory of Public Sector Innovation (OPSI) celebrated the successful conclusion of Project LIMinal, a two-year initiative funded by the European Commission involving Lithuania, Italy, and Malta. In collaboration with countries and the School of International Futures (SOIF), we developed a comprehensive curriculum and guidebook designed to help governments build anticipatory innovation capabilities and strategic foresight practice. 📘✨ Blog and FREE download: https://lnkd.in/efwhkSX7 Why is this important? Governments today face a rapidly changing world where reactive policymaking is no longer enough. Our new curriculum equips policymakers, foresight practitioners, and senior decision-makers with distinct skills to proactively shape the future, navigate uncertainty, and build strategic resilience. 🌍 This guidebook offers: 🧠 Flexible, adaptable learning paths 🔧 Practical tools and modules to help public institutions overcome key challenges, from fostering a culture of experimentation to enhancing strategic foresight. 🤝 Frameworks for building capacity across sectors and organizational levels from practitioners to senior leaders. While the curriculum was developed to address specific needs in Lithuania, Italy, and Malta, it’s designed to be a valuable resource for governments globally. Whether you're looking to enhance resilience against emerging technologies or build strategies to address complex global challenges, this guide provides a menu of options for building capabilities. 📈🛠️ #AnticipatoryGovernance #PublicSectorInnovation #StrategicForesight #FutureReady #GovernmentTransformation #OECD #InnovationLeadership Made possible by the great expert team who worked on the LIMinal project Daniel Bengtsson Jack Orlik Julia Staudt Piret Tõnurist Rodrigo Dal Borgo Josh Polchar Joaquin Collao Jul Trish J Lavery PhD Dexter Docherty Gabriela Coddou Reyes Nanami I. Claire Karle and to the countries for their leadership on the topic Oreste Cassar Mari. Navarro Ryan Grech Clifton Pulis Giedre Beleckiene Darius Žeruolis Justinas Mickus Agnė Vilkončiūtė Sabrina Bandera Giusti Serena Monica Valeri Francesca de Crescenzo Giuliana Del Papa National School of Administration (SNA) Vyriausybės strateginės analizės centras (STRATA)

The OECD Innovation Playbook goes to #Greece! The Greek Department of Innovation and Best Practices (Greek Ministry of Interior- Administrative Reform) took seriously the call to spread the effective use of the playbook. Gathering "innovation champions" from all Greek regions, this session was meant to "train the trainers". These members of the Public Sector Innovation Network will now run by themselves workshops to apply the playbook in their regions, training others to do the same in the future while disseminating the tool across the country. This is the kind of mission orientation that makes public managers and servants to be drivers of change in Government. Very inspiring! Shout out to Christos Kokkalas, Chrysa Chatzivasileiou, Sophia Athanasopoulou and Georgia Kokossi their amazing initiatives for promoting government innovation in Greece. Take a look at their excellent resources: https://innovation.gov.gr/ Stay tuned for the upcoming Greek version. Claire Karle João Lopes Simone Maria Parazzoli Marco Daglio Jonas Gumbel Frans Van Dongen Frédéric Baervoets Jorge Lagarto Andrea Lamprea Heather Buisman Steve Glange Pedro Marcante Arruda dos Santos Orlando Rojas Juan Felipe Yepes Gonzalez Nick Thijs

#Portugal is building a New Generation of Public Services! Last week, we were in Lisbon to kick-off the project "Matrix for Innovation in Public Services", an initiative led by the AMA - Agência para a Modernização Administrativa, IP with the support of the OECD Observatory of Public Sector Innovation. Take a look at the presentation to see the basics of the project. Jorge Lagarto, the Director of LabX – Center for Innovation in the Public Sector, Jorge Lagarto, and the heads of unit Rui Martinho and Patrícia Paralta shared a #purpose-driven vision for the use of innovation in the public services. Thanks to this project, public organisations in Portugal will strengthen their ability to lever innovation to further improve public services that are #humancentred, #accessible, #inclusive, and #proactive. Taking stock of the great initiatives being already promoted by AMA and other public organisations in Portugal to explore synergies, this project adopts #cocreation and #experimentation as central values. Building on strong and constant #collaborations with stakeholders across Government (and beyond!) while engaging in the #prototyping, #testing and #iteration of an usable instrument, a key objective is to support public organisations to use innovation for effectiveness and value-creation. Do you want to hear more about the project and other initiatives from the cluster "Innovation in Public Services"? Feel free to reach out! Sofia Mota Mónica L. João Roque Fernandes Jorge Cabrita de Sousa Henrique Silva Santos Beatriz Belmonte Kenjiro T. Simone Maria Parazzoli Paulina Boéchat João Lopes Martin Jordan #publicservices #servicedesign #usercentricity Dr Lara Salinas Pedro Marcante Arruda dos Santos Carolina Coppetti Camila Medeiros Vladia Mattar Hudson Benedikt Wimbauer Hrach Yarmaloyan, Ph.D. Lauren Stocker Nicole Donkers Kati Tarquis

It was a pleasure to welcome Prof. Donald Moynihan and Prof. Pam Herd today at the OECD - OCDE in Paris! 🙌 💡We had a fascinating conversation about the learning and psychological costs that people face when accessing #public #services and benefits. We also explored ways to improve government-citizen interactions, #CivicTech, #cognitive barriers, and much more. 🌍 Looking forward to continuing these important conversations on how we can reduce #frictions and make public services more accessible for all. Watch the recording here: https://lnkd.in/eB-U6JiU #PublicPolicy #GovernmentInnovation #CivicTech #PsychologicalCosts

Innovation Playbook! Principles of Innovation:   I. Embrace and Enhance Innovation within the Public Sector 1. How can we increase or sustain buy-in for innovation? 2. How can we make the importance and value of innovation more clear? 3. How can we shift our policymaking, strategies and organisations to be more innovative? 4. How can we steward and sustain innovation practices from the management level ? 5. How can we foster a culture that is conducive to innovation? 6. How can we build and support a diverse and integrated portfolio of innovation? II. Encourage and Equip all Public Servants to Innovate 1. How can we embrace experimental and risk-taking appetite and structures? 2. How can we support attitudes, motivations and mindsets that are more favorable to experimentation? 3. How can we embed innovative principles, practices and approaches into our everyday tasks and workflows? 4. How can we strengthen capacity and skills for a diversity of innovation practices? III. Cultivate New Partnerships and Involve Different Voice 1. How can we collaborate and co-create across levels of government, sectors of society and borders? 2. How can we reflect a diversity of perspectives in decision making connected to innovative initiatives? 3. How can we embed principles of citizen-centricity and stakeholder engagement into public sector innovation processes? 4. How can we listen to new and emerging voices in order to identify possible opportunities for innovation? IV. Support Exploration, Iteration and Testing 1. How can we create opportunities to test, iterate and explore new solutions and approaches? 2. How can we integrate and make more explicit experimentation, iteration and agility throughout government? 3. How can we create and benefit from safe spaces for experimentation? 4. How can we explore promising possibilities and anticipate upcoming challenges? V. Diffuse Lessons and Share Practices 1. How can we better communicate the experiences and results of innovation, making those aspects visible and engaging? 2. How can we support continuous learning, feedback and iteration? 3. How can we share and diffuse lessons learned about innovation projects and initiatives across Government? 4. How can we create new ways for interdepartmental exchanges and transversal collaborations, connecting insights to action in Government? 5. How can we better understand and measure the value and impact of innovative practices, approaches and outcomes? Check out this fantastic playbook by OECD Observatory of Public Sector Innovation - with links to tons of frameworks and case studies - here (thanks Claire Karle for sharing!): https://lnkd.in/d6JbCbt3 #innovation #playbook #publicservice #impact OECD - OCDE

#OutNow 📢 Digital version of the OECD #InnovationPlaybook 🔍 designed to help public officials and managers take the first step in #innovation. Start your three-step journey ⤵ ↪️Challenge Identification: Pinpointing key areas where support is needed ↪️ Stock-Taking: Assessing current capabilities and gaps ↪️ Action Planning: Identifying concrete actions to bridge those gaps and drive innovation forward Start your journey ▶️ https://lnkd.in/eigjC_tE Over the past two years, we’ve sharpened our common vision with contributions from power-users like #Luxembourg, #Brazil, #Sweden, #Chile, #Colombia, and #Spain, ensuring a tool that’s more user-centric and tailored to your unique needs. The digital version improves accessibility, context sensitivity, and gives access to more tailored recommendations. 𝑇ℎ𝑖𝑠 𝑝𝑟𝑜𝑗𝑒𝑐𝑡 𝑖𝑠 𝑠𝑢𝑝𝑝𝑜𝑟𝑡𝑒𝑑 𝑏𝑦 𝑡ℎ𝑒 𝐸𝑢𝑟𝑜𝑝𝑒𝑎𝑛 𝐶𝑜𝑚𝑚𝑖𝑠𝑠𝑖𝑜𝑛’𝑠 #𝐻𝑜𝑟𝑖𝑧𝑜𝑛𝐸𝑢𝑟𝑜𝑝𝑒 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑚𝑒. Bruno Monteiro Claire Karle, João Lopes, Osom Studio - WordPress & WooCommerce Agency, OECD Public Governance, Steve Glange, Jonas Gumbel, Begoña Lázaro Alvarez, Camila Medeiros, Orlando Rojas, Anamaria Sanabrio Merlo