Ghana: E-Payslip Innovation Successful
The Electronic pay slip (e-pay slips) system introduced by the Controller and Accountant Generals’ Department for public sector workers on the mechanised payroll has received a lot of patronage from the public.
So far, more than eleven thousand people have registered and can therefore access their pay slips on the internet.
The Assistant Control Accountant, Isaac Asare who disclosed this to the ISD in an interview at Koforidua was optimistic that the number would go up by the end of the first quarter. It was introduced on the 13th of October 2013 at an annual conference of the department. The E- pay slips would help workers view summary information of their pay slips online using their mobile phones or any internet enabled device.
Mr Asare noted that Ministries, Departments and Agencies (MDAs) as well as head teachers and districts officers were given code numbers and registration numbers to start the registration. Staff who were IT inclined were also trained to help with the registration. “In the case of Secondary Schools, the Information Communication Technology (ICT) teachers were put in charge to register their staff and districts through demonstration in the registration process,” he explained.
The Gauteng Department of Agriculture and Rural Development received the coveted Innovator of the Year Award at the prestigious annual CPSI Public Sector Innovation Awards Ceremony held on Friday 1 November 2013 at Emperors Palace.
This partnership between the department and communities, especially previously disadvantaged farmers, has led to significant improvements in the livelihood of these farmers in the form of economic development, food security, job creation and skills transfer.
Social innovation, public good: new approaches to public sector productivity
This report argues that rather than outsourcing ever more public services, governments should introduce social impact bond models within the public sector.
In one of his first major steps as Prime Minister, Tony Abbott has delivered on his promise to establish a Commission of Audit into the Commonwealth public sector. The exercise is in the image of similar commissions called by incoming Premiers in Queensland, New South Wales and Victoria.
The Commission will find, as its state counterparts have done, that the public sector exhibits poor productivity and should be reduced in size, with important services to be outsourced to the private sector. That this finding can be predicted so confidently in advance should raise questions over its validity. In truth, public sector productivity is a nebulous concept and is being used as a smokescreen to cut spending by governments unwilling to rebuild a broken tax base.
How do you track outputs per hour or per dollar when the desired outputs are so hard to measure? How does one ‘price’ a well-educated child or a rapidly cured patient?
DesignGov as prototype of the future public service?
We have discussed how DesignGov has been an ‘extreme user’ for the public service. But might we also consider how DesignGov has acted in some ways as a sensor, as a test of how the public service might operate in the future? A prototype if you will?
Recently there has been a lot of discussion about the possible futures of the public service/public sector and a recognition that the current model, developed for a different time and context, may not be as suited to the current challenges as it needs to be.
Deloitte have proposed the concept of ‘GovCloud’ as one possible model of what the future of the public service could be:
Late last year I spoke to the Australian Taxation Office Innovation Community of Practice about DesignGov and what I have learnt about innovating in the public sector. None of this is likely to be new to long term readers of the blog, but at the request of some of the members, and as an opportunity to recap some of the main points, the content is provided below.
Innovation can be seen as a five stage process, and as many people have said better than I, innovation is about more than just having ideas. Ideas are, relatively, the easy bit. How you pick the good ideas and how you integrate and connect them with your existing practices, is usually the challenging aspect.
Leading Malaysia’s government transformation – Part 1
Marsineh Binti Jarmin, Director of ICT Compliance Unit, Malaysian Administrative Modernisation and Management Planning Unit (MAMPU), explains MAMPU’s strategic plans for transforming government service delivery.
By Kelly Ng | 6 February 2014
In order to keep the public updated of impending storm surges floods or landslides, the Department of Science and Technology (DOST) has created an early warning system.
The system is designed to alert residents – especially those living in densely populated areas such as Metro Manila – of tropical cyclones.
The warning will be given 48 hours in advance, according to DOST Secretary Mario Montejo and Project NOAH Executive Director Mahar Lagmay, who presented the project to President Benigno Aquino III last week at a cabinet meeting.
The storm surge warnings will have three indicators, Storm Surge Advisories (SSA) No. 1 for storm surges up to two metres in height, No. 2 for up to five metres and No. 3 for anything higher than five metres.
Flood warnings will similarly have three indicators, starting with No. 1 for rainfalls of up to 129 millimetre in the next 24 hours, No. 2 for up to 190 millimetre, and No. 3 for up to 240 millimetres.
The team proposed several measures to minimise disaster risks, such as enforcing ‘no-build’ zones in coastal areas, enhancing the resiliency of residential and commercial structures, and building natural and man-made barriers to soften the impact in the event of a storm surges.
Welfare Innovation at Local level in favor of Cohesion
The effort to strengthen social cohesion and lower social inequalities is among Europe’s main policy challenges. It means that local welfare systems are at the forefront of the struggle to address this challenge – and they are far from winning. While the statistics show some positive signs, the overall picture still shows sharp and sometimes rising inequalities, a loss of social cohesion and failing policies of integration.
The WILCO project looked into this missing link between innovations at the local level and their successful transfer and implementation to other settings. Innovation in cities was explored, not as a disconnected phenomenon, but as an element in a tradition of welfare that is part of particular socio-economic models and the result of specific national and local cultures. By contextualizing innovations in local welfare, we gained understanding about how they could work in other cities, for the benefit of other citizens.
Videos: A documentary divided in three individual video pieces was produced at the end of the project: http://www.wilcoproject.eu/videos/
1) Social vulnerability in European Cities : Describing the main social challeniges in Urban contexts (available)
2) Innovation across Europe : Implementing solutions at the local level (available)
3) Governance of innovation across European cities : Managing innovation at the local level (coming soon)
Social Innovations for social cohesion
Transnational patterns and approaches from 20 European cities
Edited by Adalbert Evers, Benjamin Ewert and Taco Brandsen (eds.)
Smart cities and social innovation in Europe
In a recent study for the European Parliament (EP) DTI and partners analyzed the extent and role of so-called ‘smart cities’ in Europe, defined broadly as cities seeking to address public issues using inter alia ICT-based solutions on the basis of multi-stakeholder, municipally based partnerships. This is to be seen in the context of the overriding goals of the European smart city movement as generating both economic prosperity and social wellbeing for city inhabitants.
Click here to view original web page at http://siresearch.eu/blog/
Social platform on Innovative Social Services
This project is focusing on identifying the future potential of innovative services including the multifaceted activities of different stakeholders as well as the policy frameworks at different levels of governance geared to address the needs of citizens.
Implement a multi-level dialogue process involving a wide range of stakeholders from research, policy making and practice communities
Click here to view original web page at http://www.inno-serv.eu/
Following the Europe 2020 Innovation Union flagship initiative, the European Commission launched a pilot European Public Sector Innovation Scoreboard (EPSIS) with a view to improving our ability to benchmark the innovation performance of the public sector in Europe. The ultimate ambition is to capture and present public sector innovation in a similar way to countries’ innovation performance in the Innovation Union Scoreboard (IUS) and thereby encourage and facilitate innovation activity across the public sector. The 2013 pilot EPSIS is the first EU wide attempt to better understand and to analyse innovation in the public sector. It was developed based on the experience of earlier national and regional projects, tested widely and discussed with a number of key relevant experts. The work will continue.
European Public Sector Innovation Scoreboard cover Following the Europe 2020 Innovation Union flagship initiative, the European Commission launched a pilot European Public Sector Innovation Scoreboard (EPSIS) with a view to improving our ability to benchmark the innovation performance of the public sector in Europe. The ultimate ambition is to capture and present public sector innovation in a similar way to countries’ innovation performance in the Innovation Union Scoreboard (IUS) and thereby encourage and facilitate innovation activity across the public sector. The 2013 pilot EPSIS is the first EU wide attempt to better understand and to analyse innovation in the public sector. It was developed based on the experience of earlier national and regional projects, tested widely and discussed with a number of key relevant experts. The work will continue. What are the key results? The key results show that the public sector in Europe innovates but it faces still a number of obstacles. The involvement of managers and employees makes process innovations in the public sector more likely. The presence of internal barriers to innovation – e.g. lack of management support, staff resistance or risk-averse culture – does not only have a negative effect on innovation but also on the […]
Ministry of Defence to establish cyber policy departmentThe Cabinet today approved a draft amendment to the Ministry of Defence statute under which a new department – the cyber policy department – would launch operations on 1 February.
The new department will coordinate the development of information systems and information technology in the ministry’s jurisdiction, engage in policy planning in the ministry’s jurisdiction and steer the implementation of the policy. The department will also be responsible for analyzing developments in the field of cyber security in Estonia and abroad, make proposals with regard to developing cyber security and represent Estonia in cyber security themed discussions in NATO and the EU.
Gouvernement français : modernisation et innovation dans l’administration territoriale :
L’action territoriale de l’Etat représente l’une des pierres angulaires de la modernisation de l’action publique. Ses objectifs : améliorer le fonctionnement de l’administration territoriale de l’Etat et répondre aux enjeux d’adaptation et de qualité de l’action publique dans les territoires. La mise en oeuvre des décisions issues des Comités interministériels pour la modernisation de l’action publique fait l’objet d’un rapport d’étape régulier pour rendre compte de l’avancement de ce chantier
Gouvernement français : Lancement du programme « Futurs Publics » : innover pour moderniser l’action publique
Le programme « Futurs Publics » est une initiative qui doit permettre aux administrations d’être plus ingénieuses dans les solutions imaginées, plus réactives dans leur fonctionnement, plus entreprenantes dans leurs modes de travail, plus flexibles dans la mobilisation des compétences et des expertises, plus ouvertes sur leurs partenaires et plus rapides dans la mise à disposition de nouveaux services pour les usagers.
On 14 January, The Secretary of State, Ms. Rogall-Grothe opened a joint initiative by the Federal Ministry of the Interior and the municipal associations with their pilot project “E-Government Model Community”.
A jury made up of representatives of the project partners and independent experts had selected in December 2013, the cities of Düren and Gütersloh and the district of Cochem-Zell from the submitted 44 applications.
The winning municipalities will receive of prize 100,000 euros each to support the conception and implementation of e-government applications, The Secretary of State made it clear at the opening that the experience acquired will be useful to other municipalities, cities and counties on the road to e-government .
Why UKGovCamp? Because innovation is vital for the public sector
Jeremy UKGovCamp, when did you start it and why?
Back in the mid-noughties, social media was all pretty new. There was no Facebook, no Twitter. It was all about blogging and barcamps.
I was lapping it all up but getting frustrated that the public sector seemed to be a few steps removed from all the innovation that was going on.
I was meeting so many great people at networking events (quite a few of whom are now working in GDS), and hearing about all these great new sites and services. I thought ‘I want some of that for government’.
There weren’t many people inside government really committed to doing digital better. But I found some of them and found myself regularly saying “Have you met so and so? You should really meet them”.
Then the New Zealand government ran a barcamp in 2007 to map out the future digital government landscape, and that inspired me. The ability to get everyone who cared about government online into the same room together on the same day was exactly what was needed.
Leading Innovation – Insights from Canadian Regions
To truly understand innovation, you have to go where it is happening. And in Canada, innovation happens in local centres and not immediately on a national scale.
The discussion about innovation and productivity in Canada has carried on for decades. It has resulted in a plethora of reviews, reports, analyses and statements, and especially in recent years has led to a growing understanding of the problem. We have the macro analysis down pat: not enough business investment in R&D, a weak commercialization record, too little focus on driving strengths and competing globally, and a high aversion to risk are the most significant reasons for our lack of performance.
But the question of what we can do about these shortcomings still remains.
Institute of Public Administration of Canada Awards
Every year, the Institute of Public Administration of Canada (IPAC) recognizes world-class innovators who are changing the face of public service in Canada. The IPAC Award for Innovative Management (sponsored by IBM), launched in 1990, distinguishes government organizations that have shown exceptional innovations that address the wide variety of issues facing society today.
Governments are facing challenges that are increasingly complex and often spread across ministerial mandates and jurisdictions. These issues affect citizens and stakeholders in both predictable and unintended ways. Although resources are increasingly limited, citizens still have expectations and assume that governments will work together to address them through new and creative approaches.
10th International PA Conference Advances Public Management Excellence and Innovation Worldwide
A decade ago the first International Conference on Public Administration (ICPA) was launched in Chengdu, China. It was an initiative that sought to foster the intellectual and practical engagement of public administration professionals worldwide. This year, the ICPA will celebrate its 10th year with a focus on ‘New Advances and Challenges in Public Administration.” ICPA has been a venue for bringing together scholars and professionals from around the world to exchange knowledge and share ideas.
The conference is co-sponsored by ASPA, the University of Electronic Science and Technology of China (UESTC) and the Chinese Public Administration Society. Organizers are currently accepting proposals for the 2014 conference scheduled for October 24-26 at UESTC. This year’s sub-themes venture into emerging areas and new areas of scholarship and practice in public administration. Proposals are being accepted until March 15.
Talk about timing: Just as the Federal Bureau of Investigation’s massive new financial management system went live in October 2013, the government shut down. The debut of the project Richard Haley has shepherded since he arrived at the agency in 2005 coincided with the first government closure in 17 years. For the federal workforce, 2013 was the nadir in a series of low points during the past few chaotic years: More proposals to cut pay and benefits, the advent of sequestration, furloughs, and then a government closed for business at the start of a new fiscal year.
Employees were “maxed out,” between sequestration and the shutdown, says Haley, chief financial officer of the bureau, whose mission becomes more complicated as the world becomes more dangerous. But the FBI’s migration to the Justice Department’s Unified Financial Management System went as expected: the agency’s 32-year-old financial system went dark in mid-September, and UFMS went live on Oct. 7, a week into the shutdown. It was a carefully planned and executed project that the FBI had tested in a select few field offices in 2012, before last fall’s large-scale final implementation.
In October, Philadelphia announced a 12-week accelerator program called FastFWD, which will work with entrepreneurs to develop innovative projects to address public safety challenges. Story Bellows, co-director of the Philadelphia Mayor’s Office of New Urban Mechanics, spoke with Government Technology about how the program will help the city embrace innovation and rethink public-sector purchasing.
Join us for the 2nd WeGO Awards 2014!
The 2nd edition of WeGO Awards will be celebrated in 2014 at the 3rd General Assembly of WeGO to be held in Chengdu, Sichuan Province on 3-6 November 2014.
Online application for the 2nd WeGO Awards is available from December 2013.
For more information on the objectives, eligibility, categories, and evaluation process, please visit the official website of WeGO Awards, http://awards.we-gov.org/.