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PUBLIC SECTOR INNOVATION FOR
SUSTAINABLE DEVELOPMENT &
CITIZEN-CENTRIC GOVERNMENT
2017 EROPA Conference: The Role of Publi...
Overview
• Sustainable development and citizen-centricity means
focusing on outcomes
• An innovation paradigm to deliver r...
What
Outcomes?
Core government results: reducing poverty
-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
%
Mean Bottom 10% Top 10%
Chan...
5
Better Public Services: Serving citizens
scorecards
Top third group.
Middle third group.
Bottom third group.
Note: Count...
Gender equality: ensuring government
leadership
0%
10%
20%
30%
40%
50%
60%
2015 2010
Share of women in Senior Management p...
Public Governance matters for delivering
on all the SDGs
Leadership and co-leadership of the implementation of the
Sustain...
• Comparative benchmarking
– How good are we doing?
– Do we need to do more?
• Evidence-based decision-making
– Prioritisa...
How to Deliver
Change?
OECD Recommendation on Digital Government Strategies
Openness and
Engagement
Governance and
Coordination
Capacities to Sup...
Global trends on public sector innovation
http://oe.cd/embracinginnovation
Openness is at the heart of innovation
Citizens co-produced new solutions improves
service delivery and empower individual...
Innovation in the Public Sector has its
own particular set of challenges
Risk
Incentives
Rules
Rigidities
Structures
OECD: from a call to action to fostering
innovation capacities in government
Building innovative
capacity across the
publi...
OPSI: Empowering public servants to
achieve new possibilities
15
 Uncovering what’s next
Identifying innovative practices...
Which civil
service is
required?
Building a civil service fit for purpose
1. Determine
What are the needed skill sets and where are the gaps? How can they
...
Changing skill needs: abilities to solve
problems and manage complex projects
Civil
Servants
Develop
policy
Work with
citi...
Mapping innovation skills and competencies
in the public sector
Identifying needed skills and skills gaps
Iteration
Data literacy
User centricity
Curiosity
Storytelling
Insurgency
Percep...
Attracting and selecting the talent needed in
the civil service
UK fast stream’s 15 schemes
https://www.faststream.gov.uk/
Developing skills and building learning
cultures
Self Service, Co-Lab, Academy: from initiation to
expert support at Belgi...
But skills alone won’t be enough to ensure
performance
Ability
I can do it
• Skills (hard and soft)
• Knowledge
Motivation...
Using the skills employees have in the
most effective ways
Denmark’s national
innovation internship
Australia’s Talent
Man...
• SDG outcomes and citizen expectations do not match government
organisational structures.
• Indicators help to focus atte...
• Data : Government at a Glance (OECD, Latin America,
SE Asia, individual countries)
• Analysis & Recommendations
• Digita...
Thank you !
edwin.lau@oecd.org
http://www.oecd.org/gov
http://www.oecd-ilibrary.org/
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Public Sector Innovation for Sustainable Development and Citizen-centric Government - OECD

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Presentation by Edwin Lau at the EROPA Conference, Seoul, South Korea on 12 September 2017. This presentation was made at the launch of the OECD report "Skills for a High Performing Civil Service". For more information see: oe.cd/HRM-Skills

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Public Sector Innovation for Sustainable Development and Citizen-centric Government - OECD

  1. 1. PUBLIC SECTOR INNOVATION FOR SUSTAINABLE DEVELOPMENT & CITIZEN-CENTRIC GOVERNMENT 2017 EROPA Conference: The Role of Public Governance in Achieving Sustainable Development Goals ∙ 11-14 September 2017 Edwin Lau, Head of Reform of Public Sector Division Public Governance Directorate, OECD
  2. 2. Overview • Sustainable development and citizen-centricity means focusing on outcomes • An innovation paradigm to deliver results • Building evidence and capacity to build and renew the civil service
  3. 3. What Outcomes?
  4. 4. Core government results: reducing poverty -100% -80% -60% -40% -20% 0% 20% 40% 60% 80% 100% % Mean Bottom 10% Top 10% Change in real labour income growth between 2007 and 2013 by income group, working-age population Source: OECD Income Distribution Database.
  5. 5. 5 Better Public Services: Serving citizens scorecards Top third group. Middle third group. Bottom third group. Note: Countries are listed in alphabetical order. The number in the cell indicates the position of each country among all countries for which data are available. The arrows indicate whether the situation is improving (↑), staying the same (→) or worsening (↓) in absolute terms (i.e. not relative to other countries). Years of reference for each indicator are specified in the figure notes. No symbol means no trend data available. For detailed description of the indicators see "Chapter 14: Serving Citizens" Indicator Mortality rate - Acute Myocardial infaction (heart attack) Mortality rate - Cerebrovascular disease (stroke) Breast cancer mortality in women PISA mean score in science PISA mean score in mathematics PISA mean score in reading Effective enforcement of civil justice Civil justice is free fromimproper government influence People do not use violence to redress personal grievances Austria 20↑ 9↑ 19↑ 20↓ 15 25 5 10 6 Belgium 14↑ 12↑ 31↑ 14 10↓ 17 11 12 13 Canada 18↑ 3↑ 15↑ 4 5↓ 1 13 6 5 Denmark 10↑ 18↑ 35↑ 15 7 15 8 3 3 Finland 29↑ 22↑ 7↑ 3↓ 8↓ 2↓ 6 7 2 France 1↑ 1↑ 23↑ 21 19 16 15 19 22 Hungary 31↑ 33↑ 30↑ 28↓ 28↓ 30 25 26 10 Italy 11↑ 24↑ 20↑ 27 23↑ 26↑ 27 20 26 Japan 2↑ 17↑ 4→ 1 1 6↑ 4 15 7 Korea 5↑ 25↑ 1→ 5 2↓ 5↓ 9 17 19 Mexico 35↓ 19↑ 3→ 35 35 35 28 27 27 Netherlands 9↑ 13↑ 28↑ 11↓ 6↓ 12 7 1 16 Norway 23↑ 11↑ 9↑ 18↑ 14↑ 7↑ 1 2 8 Sweden 25↑ 14↑ 8↑ 22 17 14 2 8 1 United Kingdom 17↑ 15↑ 26↑ 9 20 19 12 9 15 United States 16↑ 5↑ 13↑ 19 31 20 17 18 18 Health care (including prevention and care) Education Justice Pillar 3: Quality of Services
  6. 6. Gender equality: ensuring government leadership 0% 10% 20% 30% 40% 50% 60% 2015 2010 Share of women in Senior Management positions in Central Government, 2010 and 2015 Source: OECD (2016) Survey on the Composition of the workforce in Central/federal Governments
  7. 7. Public Governance matters for delivering on all the SDGs Leadership and co-leadership of the implementation of the Sustainable Development Goals, 2016 Source: OECD 2016 Survey on Planning and Co-ordinating the Implementation of the Sustainable Development Goals No data available for Canada, Israel, Italy, New Zealand, Poland, Portugal and Spain. Ireland Leadership/co- leadership without centre of government: 31% Co-leadership between centre of government and line ministries: 38% Leadership by the centre of government: 31%
  8. 8. • Comparative benchmarking – How good are we doing? – Do we need to do more? • Evidence-based decision-making – Prioritisation – Allocation – What requires more attention? – What works? – What makes sense (context)? • Inspiration – How could things be done differently? – Operationalising governance principles – Understanding the implications of the data What evidence do leaders need?
  9. 9. How to Deliver Change?
  10. 10. OECD Recommendation on Digital Government Strategies Openness and Engagement Governance and Coordination Capacities to Support Implementation 1) Openness, transparency and inclusiveness 2) Engagement and participation in a multi- actor context in policy making and service delivery 3) Creation of a data-driven culture 4) Protecting privacy and ensuring security 5) Leadership and political commitment 6) Coherent use of digital technology across policy areas 7) Effective organizational and governance frameworks to coordinate 8) Strengthen international co-operation with other governments 9) Development of clear business cases 10) Reinforced institutional capacities 11) Procurement of digital technologies 12) Legal and regulatory framework ICT Use to Create Public Value Putting people first: User-driven public services
  11. 11. Global trends on public sector innovation http://oe.cd/embracinginnovation
  12. 12. Openness is at the heart of innovation Citizens co-produced new solutions improves service delivery and empower individuals Crowd collaborating platforms allows citizens to provide suggestions in areas that matter to them Open policy making – stakeholders’ involvement can help shape more innovative policies Open Data strengthens insights about user needs, increases transparency and engages citizens
  13. 13. Innovation in the Public Sector has its own particular set of challenges Risk Incentives Rules Rigidities Structures
  14. 14. OECD: from a call to action to fostering innovation capacities in government Building innovative capacity across the public sector by addressing: • the people involved • the information they are using • the rules and processes which govern their work • the ways in which they are working together
  15. 15. OPSI: Empowering public servants to achieve new possibilities 15  Uncovering what’s next Identifying innovative practices at the edge of government and providing insights into what they mean for government  Turning the new into normal Investigating the frameworks, skills, and methods to unlock creativity and innovation, and helping embed them in the day-to-day work of public servants  Providing trusted advice to foster innovation Identifying contextual and system-specific barriers to innovation, and supporting countries in finding ways to overcome them
  16. 16. Which civil service is required?
  17. 17. Building a civil service fit for purpose 1. Determine What are the needed skill sets and where are the gaps? How can they be identified? 2. Attract and Select How can the right people with sought-after skill sets be attracted to jobs in the public sector? 3. Develop and nurture How can public organisations create a culture of learning for a dynamic and fast-changing world? 4. Use What kind of organisation and leadership to motivate employees and provide opportunities to put skills to use?
  18. 18. Changing skill needs: abilities to solve problems and manage complex projects Civil Servants Develop policy Work with citizens Professional expertise legal, regulatory, economic… Strategic orientation foresight, evidence, resilience Innovation capabilities new tools for policy making Professional expertise service, outreach, communi- cations… Strategic orientation engaging citizens to improve policy outcomes Innovation capabilities crowdsourcing, co-creation Professional expertise stakeholder relations, partnership development… Professional expertise value for money, business and commercial… Innovation capabilities agile development, social finance Strategic orientation using and developing markets to improve policy outcomes Innovation capabilities social innovation, government as platform Strategic orientation align objectives, resources, actions Collaborate in networks Commission and contract
  19. 19. Mapping innovation skills and competencies in the public sector
  20. 20. Identifying needed skills and skills gaps Iteration Data literacy User centricity Curiosity Storytelling Insurgency Perception of self Perception of manager Perception of organisation Assessing Innovation skills in Chile
  21. 21. Attracting and selecting the talent needed in the civil service UK fast stream’s 15 schemes https://www.faststream.gov.uk/
  22. 22. Developing skills and building learning cultures Self Service, Co-Lab, Academy: from initiation to expert support at Belgium’s TIFA
  23. 23. But skills alone won’t be enough to ensure performance Ability I can do it • Skills (hard and soft) • Knowledge Motivation I want to do it • Intrinsic • Extrinsic Opportunity I am allowed to do it • Work design • Organisation
  24. 24. Using the skills employees have in the most effective ways Denmark’s national innovation internship Australia’s Talent Management Guide
  25. 25. • SDG outcomes and citizen expectations do not match government organisational structures. • Indicators help to focus attention on outcomes, but also to identify new approaches and learning opportunities, and to focus on implementation. • Creating the conditions for innovation is the best driver for strengthening citizen centricity & performance. • Public servants hold the keys to improvement: programme & user knowledge, process insights, & motivation for change • But reforms are also needed to reduce barriers, support risk-taking, agility and collaboration, and to skill-up the civil service • Good practices inspire, but seldom transfer well without tailoring & adaptation, so networking and sharing are critical. • Openness is the key to tackle cultural and structural barriers. • And leadership is needed to keep the focus on people…on both sides of the public service counter. A few closing thoughts…
  26. 26. • Data : Government at a Glance (OECD, Latin America, SE Asia, individual countries) • Analysis & Recommendations • Digital Government & Open Data • Public Employment, Innovation • Country reviews & advice • Thematic reviews • Public Governance Reviews OECD Resources Policy Communities • Practitioner Networks • Observatory for Public Sector Innovation • OECD-Korea Policy Centre: Asian Public Governance Fora • Regional Networks on Open & Innovative Government
  27. 27. Thank you ! edwin.lau@oecd.org http://www.oecd.org/gov http://www.oecd-ilibrary.org/

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