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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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To improve the Government's response to problems and delivery of products, the Office of the Prime Minister of Croatia introduced Agile methodology and Agile teams, which mimicked startups in using iterations and learning to inform their next move. All governments have policy challenges that seem too complex to be solved. These challenges span across several departments, have some areas where jurisdiction of departments is unclear, and any intervention would have serious impact on all citizens.
Marea Digital allows citizens to report local problems to the government, as well as local initiatives that are working for the communities’ well-being. Contrary to similar kind of initiatives, it’s innovative because it uses tech to allow the citizens to aggregate data about their communities’ problems, but also includes an offline strategy for the local government to design solutions with the citizens to solve the problems reported, fostering dialogue and collaboration to solve…
The Parliament of Vanuatu has struggled to fulfil its legislative, budget, oversight, and representation functions due to limited capacity to utilise trusted statistics. The Vanuatu Bureau of Statistics addressed this capacity gap through targeted training with Members of Parliament (MPs) and parliamentary civil servants to improve policy making. This is the first focused effort in Vanuatu to introduce data for sustainable development monitoring to MPs with the aim of enhancing good governance.
The Madinati platform aims to address the problem of random disposal of waste, as well as the adoption of improper practices in waste management, such as mixing waste, and its negative environmental and health effects on society. The Madinati platform helps entities to introduce accountabilities on the municipal waste generators in all sectors against the waste they produce. It helps in building a comprehensive knowledge-base with much higher accuracy to support strategical decision making.
The move to introduce a Blended Working Policy across the Irish Civil Service represents the most significant change to working arrangements in decades. Building on the proven success of remote working in response to the pandemic, this shift in traditional working arrangements represents a major change. And it enhances the Irish Civil Service's positioning as an Employer of Choice to attract and retain a new generation of workers who prioritise flexibility, self-development, mobility, and…
The implementation of the OKRs (Objectives and Key Results) methodology in the National Agency on Corruption Prevention (NACP) was developed to address performance management, transparency, and team clarity and coordination issues. OKRs have benefited the organization by providing a structured framework to set, track, and measure objectives, thus improving accountability and goal alignment. This marks the first experience of implementing this approach in the Ukrainian public sector, drawing…
LA-BORA! gov arose from the need to improve the well-being and engagement of public servants. Created in December 2019, by public servants themselves, it is the first government innovation laboratory focused on improving public servant experience. It is a learning and innovation space with the purpose of supporting the creation of innovative solutions in people management, bringing civil servants closer to citizens and supporting leaders to work with an empathetic view of reality and a focus on…
The UK Government Policy Profession has piloted a new model called Shared Policy Capability Project to support department leaders and policy makers undertake a facilitated self-assessment of their policy environment and identify opportunities for improvement. Through this the government aims to build capability at a department level and enable policymakers to take an active role in improving the environment in which they make policy.
To provide a systematic approach for initiating and tracking collaborative development processes over time and inform investment decisions in multi-stakeholder environments, Future by Lund (FBL) has implemented a new model for innovation ecosystem portfolio tracking (LIEPT). The model benefits partnering stakeholders by building strategic competence for scaling solutions and working with innovation portfolios as an approach for governing and developing the ecosystem’s priority areas.
The AJSC has developed a new model to measure the determinants of the ‘quality of life’ in Ajman, covering six key areas of public service. The Model comprises a comprehensive factor measurement framework embedded on a sophisticated web-based application, with inbuilt protocols for scientific data collection, project management, data visualization and reporting. It systematically measures gaps and impact of interventions, via targeted performance assessment of framework factors.