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https://www.oecd.org/en/publications/government-unstuck_464c0cff-en.html
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Title page 1
Contents 6
Foreword 4
Acknowledgements 5
Executive summary 8
1. Overview: Why are governments stuck and key practices for the future 10
1.1. What "stuck" means 11
1.1.1. A strained relationship with citizens 12
1.1.2. The weight of accumulated complexity 12
1.1.3. Shrinking fiscal room for manoeuvre 12
1.1.4. Trapped in reactive mode 13
1.2. What unstuck looks like: The direction of change 13
1.3. The transformation in practice: Tools in development and areas for action 15
1.3.1. Trusted and connected digital technologies and data 15
1.3.2. Skilled and empowered public servants 15
1.3.3. Agile government operating systems 16
1.3.4. Meaningful and strategic citizen engagement 17
References 19
2. Towards a Government Unstuck: What is the direction of change? 20
2.1. Introduction 21
2.2. A renewed relationship between government and citizens 21
2.2.1. Why this matters now 21
2.2.2. Renewed democratic engagement 23
2.2.3. From intention to action: Closing the gap 25
2.3. Significantly simplified government and regulations 26
2.3.1. Why this matters now 26
2.3.2. The objective: Moving towards a legible, coherent and responsive state 28
2.3.3. From intention to action: Closing the gap 31
2.4. Restoring governments' room for manoeuvre in their public finances 33
2.4.1. Why this matters now 33
2.4.2. The objective: Rebuilding margin for manoeuvre through sustainable, strategic and democratic public finances 34
2.4.3. From intention to action: Closing the gap 37
2.5. Proactive and prepared government in a digital world 37
2.5.1. Why this matters now 37
2.5.2. The objective: Developing capabilities to be prepared, resilient, adaptive and proactive 39
2.5.3. From intention to action: Closing the gap 43
References 44
3. Government Unstuck: The transformation in practice 47
3.1. Trusted and connected digital technologies and data 49
3.1.1. Introduction 49
3.1.2. Advanced data foundations and digital infrastructure 50
3.1.3. AI in government 54
3.1.4. Ensuring trustworthy data governance and AI 58
3.2. Skilled and empowered public servants 61
3.2.1. Introduction 61
3.2.2. Accountability and incentives to drive the change 63
3.2.3. Public service culture that encourages innovation, citizen responsiveness and integrity 66
3.2.4. The workforce of the future 69
3.2.5. Human resource management as a strategic enabler of government transformation 73
3.3. Agile government operating systems 75
3.3.1. Introduction 75
3.3.2. Fit-for-purpose institutional architecture and tackling beige tape 77
3.3.3. Strategic planning, prioritisation and co-ordination from the centre of government 80
3.3.4. Public procurement: from compliance to strategy and simplification 83
3.3.5. Risk-based and future-proof regulations 88
3.3.6. Public financial management systems for agility 95
3.3.7. Human-centred design of public services 99
3.4. Meaningful and strategic citizen engagement 104
3.4.1. Introduction 104
3.4.2. Continuous listening and societal intelligence 106
3.4.3. Embedding meaningful participation across the policy cycle 108
3.4.4. Building support for change through public communication 112
3.4.5. Building institutional capability for participation at scale 115
References 118
4. Measuring progress towards Government Unstuck 123
4.1. Introduction 124
4.2. Measuring governments' capacity to deliver: The state of play 124
4.3. Identifying the missing middle 128
4.4. Government Unstuck: A measurement agenda 130
Annex 4.A. Example outcome objectives and indicators for Government Unstuck 131
References 133
Figure 1.1. Government Unstuck 14
Figure 2.1. A vast majority of citizens believe voting in elections and referendums can influence government 22
Figure 2.2. Simplification of administrative processes is the most common priority in public administration reform strategies 27
Figure 2.3. Three interconnected areas of simplification 31
Figure 2.4. Four mutually reinforcing capabilities for government in a digital world 39
Figure 3.1. AI use is more widespread in internal processes and public services than in policymaking and accountability 55
Figure 3.2. Employee perception of organisational performance 62
Figure 3.3. Employee perception of the innovation climate in their organisation 66
Figure 3.4. Reorganising the public administration 78
Figure 3.5. Public value and regulatory costs and complexity 89
Figure 3.6. Overview of key reforms and saving measures in infrastructure and public works 96
Figure 3.7. Experience and performance data are more frequently used for communication than for improving services 101
Figure 3.8. People who feel they have political agency express higher trust in the national government 105
Figure 3.9. Communicators are working with intermediaries to reach beyond their core audiences 113
Figure 4.1. Theory of change of impact of government activity on change in society and the economy 125
Boxes 7
Box 2.1. Beige tape 32
Box 2.2. Exploring agentic artificial intelligence in government 42
Box 3.1. The EU's Single Digital Gateway and the Digital Identity Wallet 54
Box 3.2. Governing with agentic artificial intelligence 58
Box 3.3. United Kingdom's AI Skills Framework 70
Box 3.4. The OECD Public Procurement Recommendation: Balancing between strategy and compliance 85
Box 3.5. The spectrum of regulatory governance models 92
Box 3.6. OECD Simplifying for Success Initiative (S4S) 93
Box 3.7. Restoring public finances 95
Box 3.8. The People and the Budget: Empowering Public Understanding of Public Finances 99
Box 4.1. 2026 OECD Government Unstuck Survey: Improving government efficiency and effectiveness 126
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