1. SESSION 2.1 GOVERNMENT ORGANISATION MANAGEMENT: FROM NPM TO COLLABORATION EDWIN LAU, DIVISION HEAD PUBLIC GOVERNANCE AND TERRITORIAL DEVELOPMENT DIRECTORATE, OECD 1 ST ASIAN PUBLIC GOVERNANCE FORUM ON PUBLIC INNOVATION 11 JUNE 2014

2. Show capacity to tackle “wicked” or complex issues, e.g. achieving growth and employment, while delivering sustainable and equitable development Join up public administrations to provide individuals and businesses seamless interfaces Tailor public services to individual needs and align their delivery with national priorities Respond to demands for an open and engaging public sector Facilitate the emergence of innovative approaches to public service delivery, especially in high-impact areas: healthcare, education, social security. New and high expectations on government today

3. From NPS to Collaboration 1990sApproachToday General loosening of central control Limited horizontal integration Regulatory reform Service integration Integrated services, with multi- channel access to range of public and private services through agencies Support service sharing Centralised standard setting and service sharing Some use of tailoring services to specific types of user groups User Tailoring Tailoring of services and workplace to match citizen’s and employee lifestyles and behaviours Some use of feedback mechanisms, measurement of service satisfaction Participatory Design and Development Direct involvement of service users in the design and development, often using web 2.0 technologies Important role of competition to enhance user choice, link payments to performance, partnering with private sector and benchmarking Competition Focus on user choice, private sector involement and performance-linked payment. Increased role of transparency for comparing performance Devolution of financial and manage- ment responsibilities to local government; redesign of agencies Decentralising Responsibilities Some continuation of decentrali- sation to the local level Comparing efficiency and quality enhancing innovations over time

4. Integration of services across different levels of government, e.g. borger.dk Integration with private sector services as online banking, through secure, electronic single sign- on, e.g. NemID. Co-ordination with electronic ID scheme to target user groups, e.g. Borger.dk and NemID. Frameworks for reorganisation of internal processes and functions, e.g. interoperability frameworks and platforms like in Spain, Portugal and Mexico. Citizen focus requires integration

5. Colombia: Gobiernoenlinea Context: The National Development Plan 2010-2014, and particularly Vive Digital and the E-Government Implementation Plan Problem statement: Online services availability was limited, and service delivery not coherent. Innovation: The MinTIC established the gobiernoenlinea citizens portal and in parallel established a national intranet to support the online service provision of public authorities, including for example an automatic online service process generator". This enabled national support of interoperability solutions to improve online service delivery, complementing local capacities. Results: – Increase in number of services provided online – Increased interoperability through the use of joint solutions Online citizen services portal - national support to joint solutions

6. Shared human resources management services centre in the Netherlands: P-Direkt Context: Government reforms mandate to reduce administrative overhead of service provision (2003/04) Problem statement: Central government fragmentation of HR services solutions and high personnel intensity of service provision Innovation: P-Direkt self-service portal and central contact centre for 120,000 central government staff Results: – Direct cost reductions for HR services provision – Faster services, e.g. salary payments – Increasing satisfaction levels of personnel One-stop-shop for government-internal services

7. The focus is shifting to the interface between information, and policy and delivery: –Channels: social media, m-government, one-stop shops –Enablers: integration, information management, standards, e-identity, openness, data analytics –And Results: problem solving, integrated & tailored services, and citizen-focus Citizen-focus requires actually engaging citizens: governments are not good at anticipating needs. This requires broader public administration reforms to encourage smart work, new governance models, and greater focus on impacts and performance. Conclusion