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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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The Citizen Innovation Labs (Laboratorios de Innovación Ciudadana - LABIC) are a methodology to generate innovative solutions between citizens and institutions for the common good. They utilise a method to experiment, collaborate and accelerate innovative projects that emerge from citizens and have the potential to generate useful solutions to social, cultural, environmental and economic challenges. These solutions focus on the most pressing issues of the 2030 agenda and they are replicable,…
Latvia has developed an Innovation lab for user centric policy making via diverse innovative methodologies. We integrated innovative approaches to policy making at the very center of public administration, aiming to tackle complex horizontal issues via cross sectoral co-creation in development and testing of solution prototypes. InLab has become a national live testbed for new policy planning approaches with a vision of extending its impact to regional level.
Governments must judge hundreds of new programmatic budget proposals each fiscal year with little objective information about whether they will achieve the results claimed. Evidence of program effectiveness is a critical data point that is used when making budget and policy decisions, as programs with greater evidentiary support are generally more likely to deliver a high return on investment of public funds. The The Policy Lab at Brown University leveraged existing public clearinghouses of peer…
Innovation Barueri (Inovação Barueri – Centro tecnológico de desenvolvimento, pesquisas e incubadora de empresas) was developed to give a space to entrepreneurial ideas that arise among students, teachers, researchers and startups by assisting in the transformation of these ideas into successful businesses. It enables collaborative work of exchange, cooperation, as well as interdisciplinarity, sharing and learning through innovative practices. The center offers equal opportunity for…
The city of Recife needed to become a city open to innovation. The E.I.T.A! Recife (EITA Recife), Desafios Públicos e o Fomento à Inovação Aberta, was created and a process of cultural transformation is being conducted in the City Hall to change the paradigm of how to do open innovation in the public service for and with the citizen. Recife was the first city in Brazil to sign 6 public innovation contracts and to compose a hub of living labs. It achieved a 70% reduction in time for…
First platform in the industry which support standalone and integrated workflow solution for any inspection,which leads to increased efficiency,security,and accuracy of inspection operations through virtual-inspection capability that enables the inspection teams to work remotely and reduce the need for field visits and addresses some pain points which includes inconsistency in quality,time consumption and resource management.stakeholders include Inspectors, Schedulers ,System admin,inspected org
Together with partners from 5 other European countries, the Province of Fryslân developed an innovation model (so-called Tipping Approach) to catalyse and stimulate bottom-up innovations and harness ideas from local stakeholders. Complementing this, a governance model is being developed to provide civil servants with tools to implement these innovations in the social process in a simple and user-friendly way.
Nova Scotia has 21 Community Transportation Operators serving mainly vulnerable populations in rural areas. The CTOs were unable to feasibly procure a common dispatch and scheduling solution that met their needs, leaving them with inefficiencies and inability to meet growing needs. The Outpost for Public Sector Innovation designed a new approach to co-designing and procuring solutions to complex challenges. Together with stakeholders, partners and vendors, two viable solutions were developed.
The Evaluation Task Force (ETF) ensures evidence and evaluation sits at the heart of UK government spending decisions - any area routinely highlighted for improvement. ETF activity drives continuous improvements in the way programmes are evaluated to inform decisions on whether they should be continued, expanded, modified or stopped. It brings the same approach to the social sciences as medicine uses, fostering a culture of experimentation, learning and rigour.