OECD Public Governance Reviews

English
ISSN: 
2219-0414 (online)
ISSN: 
2219-0406 (print)
http://dx.doi.org/10.1787/22190414
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This series includes international studies and country-specific reviews of government efforts to make the public sector more efficient, effective, innovative and responsive to citizens’ needs and expectations. Publications in this series look at topics such as open government, preventing corruption and promoting integrity in the public service, risk management, illicit trade, audit institutions, and civil service reform. Country-specific reviews assess a public administration’s ability to achieve  government objectives and preparedness to address current and future challenges. In analysing how a country's public administration works, reviews focus on cross-departmental co-operation, the relationships between levels of government and with citizens and businesses, innovation and quality of public services, and the impact of information technology on the work of government and its interaction with businesses and citizens.

 

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Innovation Skills in the Public Sector

Innovation Skills in the Public Sector

Building Capabilities in Chile You do not have access to this content

English
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    http://oecd.metastore.ingenta.com/content/4217211e.pdf
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Author(s):
OECD
24 Apr 2017
Pages:
116
ISBN:
9789264273283 (PDF) ;9789264273276(print)
http://dx.doi.org/10.1787/9789264273283-en

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The Government of Chile has set out a vision to develop a more inclusive society, and sees public sector innovation as a means to achieve it. But in order to achieve these ambitious goals, the Government will need to improve the innovation-related skills and capabilities of the Chilean public service. This report, the first of its kind on an OECD country, assesses the abilities, motivations and opportunities in Chile’s public service for contributing to innovation, and provides recommendations on how to further develop them.

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  • Foreword and acknowledgements

    The Government of Chile has set out a vision to develop a more inclusive society, and sees public sector innovation as a means to achieve it. Chile’s efforts to change and improve the public sector are not new, but rather part of a long tradition of reform and modernisation that began in the 1990s. To this end, Chile has created the Laboratorio de Gobierno, a multidisciplinary government institution that develops, facilitates and promotes innovation processes within public sector institutions.

  • Executive Summary

    Chile’s use of innovation to improve its public sector is part of a long tradition of modernisation started in the early 1990s and includes the creation of Servicio de Impuestos Internos online, ChileCompra and Chile Atiende. This report examines how civil servants in Chile contribute to innovation in the public sector, providing insight into the challenges they face and what can be done to strengthen their capacity to innovate in Chile’s public sector.

  • Workforce capabilities for innovation in the Chilean public

    This chapter provides an overview of the theoretical framework used to assess innovation skills and capabilities in Chile’s public sector and maps the institutional landscape for public sector innovation and human resource management. The analytical framework identifies three elements that public employees in Chile require: abilities, motivations and opportunities to contribute to innovation in their public organisations. Chile’s interest in building innovation capabilities in its public sector builds on decades of public sector modernisation initiatives. However, the complexity of governance challenges and low citizen trust in government institutions calls for new approaches to policy making and service delivery. The Laboratorio de Gobierno, along with the National Civil Service Directorate, are two important institutions with the potential to contribute to a more innovative Chilean public sector.

  • Abilities for public sector innovation in Chile

    This chapter discusses the innovation-oriented abilities, skills and competencies of Chile’s public employees and recommends ways that these can be improved through recruitment and development. The definition of innovation skills in the public sector is evolving, and the OECD has developed a framework that identifies six key skills areas: iteration, data literacy, citizen centricity, curiosity, storytelling and insurgency. The assessment suggests that Chile may benefit from development of abilities related to iterative project management and co-creation with citizens. The chapter also underlines that challenges and opportunities for aligning recruitment and development programmes with innovation skills. It underlines the potential of developing and managing crossorganisational mobility programmes as one way of developing and spreading innovation skills across the public sector.

  • Motivating Chilean public employees to innovate

    This chapter discusses the ways that Chilean civil servants are motivated to contribute to innovation. Motivation can be intrinsic or extrinsic and can be encouraged or discouraged by management practices, rewards and recognition and by organisational culture. The chapter suggests the need to understand organisational culture as both a cause and effect of public sector innovation and suggests opportunities to measure and benchmark elements of organisational culture through the use of employee surveys. The use of innovation awards are one important tool that is used in Chile to build a more innovation oriented organisational culture. Suggestions are made to make more use of the innovation cases that are submitted to the award in order to share ideas and inspire new ones. Chile has also taken steps to develop an innovator’s network and suggestions are given to maximise the potential of this group.

  • Opportunities for Chilean public employees to innovate

    This chapter discusses the opportunities available for Chile’s public employees to contribute to innovation in their organisations. Creating the right organisational environment for public sector innovation is core leadership and management responsibility. The chapter explores two factors that contribute to this responsibility. First, it discusses how creating a common vision for public sector innovation could help to build the innovation narrative in Chile, develop shared understanding of goals, and align action across the public sector. Second, the chapter looks at the role that public leaders and managers in the Chilean public sector play to implement that vision and create the space and opportunities for innovation in their organisations. This includes promoting innovative ways of working, and sustaining efforts to embed innovative practices in the public sector.

  • Creating an innovation-ready public sector workforce in Chile

    This chapter takes stock of the efforts underway in Chile’s public sector to build innovation capabilities in the public sector and charts a way forward. Public sector innovation involves different areas that have complex interrelations. As such, fostering innovation requires developing parallel and complementary approaches by different actors. In this sense, this section suggests a path forward for three of the institutions that play a major role in public sector innovation: the Laboratorio de Gobierno, whose mandate is to foster public sector innovation capabilities across government; the National Civil Service Directorate, for its central role in the recruitment, development and management of civil servants; and all public leaders and managers in the Chilean civil service, who are central to implementing change and unleashing the potential of innovators.

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