Government at a Glance 2017

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Government at a Glance 2017 provides the latest available data on public administrations in OECD countries. Where possible, it also reports data for Brazil, China, Colombia, Costa Rica, India, Indonesia, Lithuania, the Russian Federation, and South Africa. This edition contains new indicators on public sector emploympent, institutions, budgeting practices and procedures, regulatory governance, risk management and communication, open government data and public sector innovation. This edition also includes for the first time a number of scorecards comparing the level of access, responsiveness and quality of services in three key areas: health care, education and justice.

Each indicator in the publication is presented in a user-friendly format, consisting of graphs and/or charts illustrating variations across countries and over time, brief descriptive analyses highlighting the major findings conveyed by the data, and a methodological section on the definition of the indicator and any limitations in data comparability. A database containing qualitative and quantitative indicators on government is available on line. It is updated twice a year as new data are released.

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Supporting structures for public sector innovation

Achieving innovation in the public sector can be difficult and require additional, targeted support and resources. In recent years, there has been a significant growth in the type and number of organisations and structures dedicated to supporting innovation in the public sector (OECD, 2017). These are known as teams, units, labs, networks to name a few. Among these, innovation-focused networks and innovation labs have attracted most of the attention. Networks can support and motivate public sector innovation by creating a space where innovators can share ideas, practices and challenges for implementing innovations. Dedicated innovation units/labs can help address some of the barriers to innovation: e.g. compensate for the lack of innovative leaders and champions, and help overcome rigidities in the reward and incentive systems that can often hinder innovative performance in the public sector. They can foster the creation of organisational knowledge about how to apply innovation processes and methods, and support more collaborative and harmonious approaches in problem solving. This can help address departmental silo thinking by adopting cross-cutting, inter-disciplinary approaches, bringing together different or new tools, methods and skills.

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