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Created by the Public Governance Directorate

This website was created by the OECD Observatory of Public Sector Innovation (OPSI), part of the OECD Public Governance Directorate (GOV).

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This is an account of how managers became enthused and took responsibility for leading change and co-creating it with their staff within the Planning service. The approach they took was in stark contrast with their standard and legislative based thinking and obvious digital solutions. They incorporated new management behaviours and team working. Waste was dramatically cut, and the staff environment created a highly motivating culture. The impact of the customers needs was profound.
The Co-Innovate initiative, led by InterTradeIreland and supported by the European Union's INTERREG VA Programme, managed by the Special EU Programmes Body (SEUPB), has provided financing to a cross-border group of 18 companies (headed by Northern Irish company Shnuggle), to help them produce thousands of low-cost, quality face shields for front-line workers during the COVID-19 crisis.
Electric Vehicle (EV) charging infrastructure - a vital component of London’s smart and green agenda - is being delivered by a wide range of public and private bodies across London (up to 50). As a result of the project, we developed a dashboard to join up the EV Charging infrastructure in London to enable a collective understanding of what is already in place, how it is being used, and to guide future installations.
The Reducing Friction in Trade (RFIT) project was initiated in March 2019 as a proof of concept to establish how blockchain distributed ledger technology and associated technologies can be used to seamlessly integrate supply chain data with HM Revenue & Customs and the Food Standards Agency’s systems. The project intends to do so by guaranteeing the timeliness and provenance of critical data and avoiding the need for discrete declarations.
The Borderlands Partnership, comprising five local authorities on the border of England and Scotland, secured an innovative growth deal with the UK and Scottish Governments: the Borderlands Inclusive Growth Deal. The Deal will bring in up to £452m of fresh investment to support inclusive and sustainable growth across the Borderlands region and is anticipated to boost the region’s economy by £1.1 billion and create 5,500 additional job opportunities. It is the cross-border growth Deal in the…
Governments have increasingly adopted remote work due to COVID19. So far, there has been no comparative assessment of how teleworking has affected the public sector. The People in Government Lab, together with an international team of researchers from 12 universities is running a study in Brazil, Colombia, Chile, and the United Kingdom to understand the organisational advantages of teleworking, and to evaluate how behavioural sciences can improve public employees’ wellbeing and performance
Berlin, London, New York and Paris have come together to share emerging innovation and test new approaches to support economic recovery. Through a digital collaboration platform, the initiative is supporting the launch of an open innovation competition to invite passionate people with great ideas to deploy solutions in local test-beds in each city. Innovators will co-develop pioneering solutions to shared COVID-19 challenges, alongside datasets and innovation assets from industry.
The Open Innovation Team was created by an official inside government to deepen collaboration between policymakers and academics. Policymakers from across government approach the team looking for evidence, analysis, new ideas, or challenge from outside voices. The team connects them with experts and organises workshops, writes reports and provides reviews of evidence. The purpose of the team is to open up the policy process to outside experts, and help ensure policy is anchored in evidence.
In the Northern Ireland Civil Service, over 70% of absence days are due to staff on long-term sick (absences lasting 20 working days or more). Using behavioural insights, the Lab designed a new suite of letters to support employees when they go off sick. The letters reject traditional formal approaches of absence management in favour of empathy, clarity, and empowerment. Both line managers and staff feel the letters are a huge help in providing the support they need when off sick.
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