UNESCO | «Rethinking Education»

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«DOING SCIENCE DIFFERENTLY: CO-PRODUCING CONSERVATION OUTCOMES»

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«European Innovation Scoreboard 2017»

 

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Da Educação, uma passagem:

«Education and Skills
Use of digital technologies to improve teaching, research and use of evidence

Technology is being used to support learning across different stages of education. For example, technologies such as location specific resources can be used to better support new and existing students. The Future Cities catapult is working with the University of Glasgow to develop a strategy for a Smart Campus that will take into account changes in technology and learning whilst also protecting their heritage (both cultural and physical) and realising cost savings. Technologies are also being used to engage learners including augmented reality technology (such as Google Cardboard), adaptive learning technologies (Dreambox, ALEKS, Reasoning Mind), and holographic learning (Microsoft HoloLens). Technologies are further being used to support teaching. For example, one school has used two of SoftBank’s human-looking robots and AI to grade students’ written answers. Technology can also be used for administrative purposes such as monitoring attendance automatically. Examples include small digital “badges” signifying completion of a training task, using analytics to boost fair access and retention and lead to improved student satisfaction and attainment. Other technologies such as Brain Computer Interface (BCI) systems – programs that connect the brain or nervous system to a computer – are at an earlier stage but may help support users with significant physical or sensory deficits. They can collect information on attention levels of students and can store and manage educational data concerning learning processes. (...)»

«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. The database, countries fact sheets and other online supplements can be found at www.oecd.org/gov/govataglance.htm».

«Fostering Innovation in the Public Sector»

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«Public sector innovation does not happen by itself: problems need to be identified, and ideas translated into projects that can be tested, implemented and shared. To do so, public sector organisations must identify the processes and structures that can support and accelerate innovation. This report looks at how governments can create an environment that fosters innovation. It discusses the role of government management in inhibiting or enabling innovation, and the role that specific functions such as human resources management and budgeting can play. It suggests ways to support innovation – including by managing information, data and knowledge – as well as strategies for managing risk. Drawing on country approaches compiled and analysed by the OECD Observatory of Public Sector Innovation, the report presents a framework for collecting and examining data on the ability of central government to foster public sector innovation».

«Systems approaches to public sector challenges»

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«FOREWORD

1. Complexity is a core feature of most policy issues today, yet governments are ill equipped to deal with complex problems. Increasing atomisation of jobs creates new challenges to both the education and welfare system. Ensuring a high-quality, active life for an ageing population puts pressure on the labour market, but also requires new ways of providing medical and social care. Wicked problems such as climate change, obesity, radicalisation, income inequality and poverty – where causes and effects are blurred and no clear solution exists – have become rife. No single public sector organisation – from a solitary city to the central government – can tackle these issues alone. 
2. In a context of complexity and uncertainty, traditional analytical tools and problem-solving methods no longer work nor produce their intended purpose. This prompts government leaders across the world to ask: how do we manage increasing complexity while accounting for uncertainty and still deliver public services that adapt dynamically to produce viable solutions? To a degree, the answer lies in public policy makers making decisions in such a way that leads to resilient systems and adaptive structures that incorporate, rather than filter out, complexity. 
3. Systems can be defined as elements joined together by dynamics that produce an effect, create a whole or influence other elements of a system. Changing the dynamics of a well-established and complex system is not easy. This requires not only a new way of examining problems but also bold decision making that fundamentally challenges public sector institutions. 
4. Traditionally, public policy makers have addressed social problems through discrete interventions that are layered on top of one another. However, these may shift consequences from one part of the system to another, or address symptoms while ignoring causes. 
5. Since the recognition of this complexity gap (the gap between the problems faced by institutions and their capacity to tackle them) systems thinking, and other systems approaches such as design thinking, have gained traction. Looking at the whole system rather than the parts allows one to focus on where change can have the greatest impact.
6. Within the framework of the work of the OECD Observatory of Public Sector Innovation, this report explores how systems approaches can be used in the public sector to solve “wicked” problems. Through the analysis of concrete cases, the report describes how systems approaches can make public services more effective and resilient. The report contributes to the ongoing work of the Public Governance and Territorial Development Directorate in exploring new ways of approaching public policy design and implementation, thus creating the foundations for stronger and more inclusive growth. 
7. The report starts by exploring the theory and practice behind the use of systems approaches in tackling public challenges. The first part addresses the need for systems thinking in the public sector, its theoretical underpinnings and why it has not been widely used in the public sector. The second part identifies a set of tactics – people & place, dwelling, connecting, framing, designing, prototyping, stewarding and evaluating – that can be deployed by government agencies either unilaterally or with partners to work toward systems change. The third part provides an in-depth examination of systemic change and how it has been applied in practice in the areas of preventing domestic violence (Iceland); protecting children (the Netherlands); regulating the sharing economy (Canada) and designing a policy which sets the framework for conducting experiments in government (Finland). 
8. This report is an open invitation to policy makers to reflect on the systemic nature of most public sector challenges and consider how systems approaches – for example those based on integrated interventions, stakeholder engagement, and reverse process  engineering– can help achieve better outcomes for all.  (...)». 

«The Public Sector as Partner for a Better Society»

 

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«OPEN BUDGET SURVEY 2015»

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«(...)

The Three Pillars of Budget Accountability: Transparency, Participation, and Oversight Transparency is an important condition for ensuring a full budget discussion and appropriate budget monitoring is able to take place. It is not, however, a sufficient one. Creating the conditions under which governments are consistently held to account for managing public funds efficiently and effectively also requires establishing meaningful opportunities for citizens and civil society to participate in the budget process; and requires strong formal oversight from the legislature and the national audit office (referred to hereafter as the “supreme audit institution”).

 

Budget transparency, public participation in the budget process, and strong formal oversight institutions need to work together to create a robust budget accountability ecosystem. Without comprehensive budget information, formal oversight institutions and civil society cannot monitor budget policy design and implementation. Without adequate access to formal and informal spaces to influence the budget, the public is not empowered to expose government decision makers to a diversity of views to help ensure that budget policies are based on full information and reflect national priorities. Finally, without adequate authority, scope, and resources, formal oversight institutions cannot effectively carry out their mandates and ensure that public funds are collected and spent in the manner that was intended.

Absence of, or weakness in, any of these three core elements undercuts the functioning of the entire accountability system, making it less likely that budget policies reflect a nation’s needs and priorities and more likely that there will be corruption and mismanagement of public funds. But when these components are in place, policy is more likely to be matched with public resources, and these resources are more likely be spent as intended – and tackling some of the world’s toughest challenges comes into reach.

So if the goal of holding governments to account for the use of public funds is to be realized, systematic changes need to advance not just transparency but also participation and formal oversight. The Open Budget Survey explores all three of these dimensions. (...)».

PUBLICAÇÕES GULBENKIAN | «Afirmar o futuro:políticas públicas para Portugal» | 2 VOLUMES

Uma boa maneira de começar o novo Ano Letivo - 2015/2016 -, nomeadamente na esfera das Administrações Públicas: chamar a atenção para as  Publicações da imagem que registam os contributos dos 42 autores que participaram na  Conferência  «AFIRMAR O FUTURO: Políticas Públicas para Portugal», e a que já nos referimos noutras ocasiões aqui no Blogue 3AP. E faz sentido remetermos, novamente, para a informação disponível na internet - Ver aqui e neste endereço.