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Title page 1

Contents 6

Foreword 4

Acknowledgements 5

Executive summary 8

1. Human-centred public administrative services matter 11

References 14

Note 14

2. Public administrative services in OECD countries: State of play 15

2.1. PAS delivery is ubiquitous in government and people's everyday lives 16

2.2. Satisfaction with PAS is moderately high, with room to improve 16

2.3. Countries deliver PAS at different levels of government, with the central government playing an important role in most cases 17

2.4. Assessing costs, effectiveness and efficiency of PAS remains a challenge 21

2.5. How to reform PAS with people at the centre? 22

References 23

Note 23

3. OECD Recommendation on Human-Centred Public Administrative Services 24

References 27

4. Strategic vision, values and rights 28

4.1. Reform strategies are in place, but implementation plans need to be further developed 29

4.2. The public are not consistently consulted on reform strategy 34

4.3. Service users' rights are well protected 34

References 36

5. Core foundations 37

5.1. Responsibility for leading PAS reform is well defined, but varies across countries 38

5.2. Responsibility for implementing PAS reform is shared, and governments are focusing on building cross-agency co-ordination 39

5.3. Many governments lack an overview of relevant skills among public servants 42

5.4. Most countries have scope to improve relevant aspects of digital infrastructure 44

References 47

6. Seamless and accessible services 48

6.1. Service standards are common, and cases of innovative design processes are observed 49

6.2. The "Life Events" concept is widespread, but integrated services are not 52

References 57

Note 58

7. Measurement, engagement & improvement 59

7.1. Most countries collect user feedback and experience data 60

7.2. Performance targets are not consistent in coverage or use to improve services 66

7.3. Performance targets are not consistently linked to performance management 69

7.4. Performance and experience data are not regularly used to improve services 71

7.5. Performance data are not systematically published 73

References 76

8. Delivering better public administrative services 77

Tables 7

Table 7.1. Performance data are not regularly published 74

Figures 7

Figure 2.1. Two-thirds of users in OECD countries are satisfied with public administrative services 17

Figure 2.2. Central government plays an important role in PAS delivery, supported by other levels 18

Figure 2.3. Visas, taxes and citizenship applications are most likely to be administered centrally 19

Figure 3.1. OECD Recommendation on Human Centred Public Administrative Services 26

Figure 4.1. Most countries have strategies for improving public administrative services 30

Figure 4.2. Strategies for improving PAS often lack important implementation details 33

Figure 4.3. Service users' rights are well-protected in OECD countries 35

Figure 5.1. Ministries of public administration are the most common lead on public administrative service improvement 39

Figure 5.2. Most countries have a cross-government committee responsible for PAS reform 40

Figure 5.3. Committees overseeing PAS improvement are usually responsible for strategy, co-ordination, monitoring and simplification 41

Figure 5.4. Most countries have attempted to identify gaps in skills in service design and delivery 43

Figure 5.5. Training on human-centred design is widely available, but usually voluntary 44

Figure 5.6. The adoption of DPI systems has grown across OECD countries 46

Figure 6.1. Whole-of-government service standards are widespread across OECD countries, primarily targeting service design and use... 50

Figure 6.2. Methods to test digital government services are not evenly used across OECD countries 51

Figure 6.3. The life events approach is widespread 53

Figure 6.4. Integrated services for common life events remain relatively rare 54

Figure 6.5. Governments are using a range of practices to support life events approaches 55

Figure 7.1. Most countries collect user feedback and experience data 61

Figure 7.2. Sociodemographic data are usually collected in user surveys 63

Figure 7.3. Most central government agencies have performance targets, but coverage varies 68

Figure 7.4. Countries use a range of systems to set performance targets 69

Figure 7.5. Not all countries give incentives to meet performance targets 70

Figure 7.6. Countries mainly use positive incentives to meet performance targets 71

Figure 7.7. Experience and performance data are more frequently used for communication than for improving services 72

Boxes 20

Box 2.1. How PAS are organised in a selection of OECD countries 20

Box 3.1. OECD 2024 Recommendation on Human Centred Public Administrative Services 25

Box 4.1. Leading public administrative services reform strategies in OECD member countries 30

Box 4.2. The "Right to make a mistake" in France 35

Box 5.1. Committees leading and co-ordinating reform within government 42

Box 6.1. Innovative approaches to human-centred services 51

Box 6.2. Organising services by life events 56

Box 7.1. Countries' large-scale user experience surveys as tools for PAS improvement 61

Box 7.2. Cross-national surveys on experiences with services 64

Box 7.3. Feedback Portals 65

Box 7.4. Setting performance targets and indicators for public administrative services 67

Box 7.5. Using user experience data to drive PAS improvement in Korea 75

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