OECD Science, Technology and Innovation Outlook


OECD: “…the COVID-19 crisis has triggered an unprecedented mobilisation of the science and innovation community. Public research agencies and organisations, private foundations and charities, and the health industry have set up an array of newly funded research initiatives worth billions of dollars in record time. Science is the only exit strategy from COVID-19.

Science and innovation have played essential roles in providing a better understanding of the virus and its transmission, and in developing hundreds of candidate therapeutics and vaccines over a very short period. Digital technologies have enabled large parts of the economy and society to continue to function, mitigating the impact of COVID-19. The pandemic has underscored more than in other recent crises the importance of science and innovation to being both prepared and reactive to upcoming crises….

The world is still in the midst of the COVID-19 crisis and many uncertainties remain….At the same time, many governments view the pandemic as a stark reminder of the need to transition to more sustainable, equitable and resilient societies. This is highlighted in many countries’ recovery packages, which include expenditures for R&D. Science and innovation will be essential to promote and deliver such transitions, but the pandemic has exposed limits in research and innovation systems that, if not addressed, will prevent this potential from being realised.

There is therefore a need to re-set STI policies to better equip governments with the instruments and capabilities to direct innovation efforts towards the goals of sustainability, inclusivity and resiliency.

1. Policy needs to be able to guide innovation efforts to where they are most needed. This has implications for how governments support research and innovation in firms, which account for about 70% of R&D expenditures in the OECD. The business R&D support policy mix has shifted in recent decades towards a greater reliance on tax compared to direct support instruments such as contracts, grants or awards. While effective for incentivising businesses to innovate, R&D tax incentives are indirect, untargeted and tend to generate incremental innovations. Well-designed direct measures for R&D are potentially better suited to supporting longer-term, high-risk research, and targeting innovations that either generate public goods (e.g. in health) or have a high potential for knowledge spillovers. Governments need to revisit their policy portfolios to ensure an appropriate balance between direct and indirect measures.

2. The multifaceted nature of addressing complex problems like COVID-19 and sustainability transitions underscores the need for transdisciplinary research to which current science system norms and institutions are ill-adapted. Disciplinary and hierarchical structures need to be adjusted to enable and promote transdisciplinary research that engages different disciplines and sectors to address complex challenges.

3. Governments should link support for emerging technologies, such as engineering biology and robotics, to broader missions like health resilience that encapsulate responsible innovation principles. The responsible innovation approach seeks to anticipate problems in the course of innovation and steer technology to best outcomes. It also emphasises the inclusion of stakeholders early in the innovation process.

4. Reforming PhD and post-doctoral training to support a diversity of career paths is essential for improving the ability of societies to react to crises and to deal with future challenges like climate change that require science-based responses. Reforms could also help relieve the precarity of early-career researchers, many of whom are employed on short-term contracts with no clear prospect of a permanent academic position. The crisis has also highlighted the need for academia to train and embrace a new cohort of digitally skilled research support professionals and scientists.

5. Global challenges require global solutions that draw on international STI co-operation. The development of COVID-19 vaccines has benefited from nascent global R&D preparedness measures, including agile technology platforms that can be activated as new pathogens emerge. The pandemic has created momentum to establish effective and sustainable global mechanisms to support the range and scope of R&D necessary to confront a wider range of global challenges. However, governments need to build trust and define common values to ensure a level playing field for scientific co-operation and an equitable distribution of its benefits.

6. Governments need to renew their policy frameworks and capabilities to fulfil a more ambitious STI policy agenda. Increasing policy emphasis on building resilience, which calls for policy agility, highlights the need for governments to acquire dynamic capabilities to adapt and learn in the face of rapidly changing environments. Engaging stakeholders and citizens in these efforts will expose policymakers to diverse knowledge and values, which should contribute to policy resilience. Governments should also continue to invest in evidence about their STI support policies with a view to improving them….(More)”.

When FOIA Goes to Court: 20 Years of Freedom of Information Act Litigation by News Organizations and Reporters


Report by The FOIA Project: “The news media are powerful players in the world of government transparency and public accountability. One important tool for ensuring public accountability is through invoking transparency mandates provided by the Freedom of Information Act (FOIA). In 2020, news organizations and individual reporters filed 122 different FOIA suits[1] to compel disclosure of federal government records—more than any year on record according to federal court data back to 2001 analyzed by the FOIA Project

In fact, the media alone have filed a total of 386 FOIA cases during the four years of the Trump Administration, from 2017 through 2020. This is greater than the total of 311 FOIA media cases filed during the sixteen years of the Bush and Obama Administrations combined. Moreover, many of these FOIA cases were the very first FOIA cases filed by members of the news media. Almost as many new FOIA litigators filed their first case in court in the past four years—178 from 2017 to 2020—than the years 2001 to 2016, when 196 FOIA litigators filed their first case. Reporters made up the majority of these. During the past four years, more than four out of five of first-time litigators were individual reporters. The ranks of FOIA litigators thus expanded considerably during the Trump Administration, with more reporters challenging agencies in court for failing to provide records they are seeking, either alone or with their news organizations.

Using the FOIA Project’s unique dataset of FOIA cases filed in federal court, this report provides unprecedented and valuable insight into the rapid growth of media lawsuits designed to make the government more transparent and accountable to the public. The complete, updated list of news media cases, along with the names of organizations and reporters who filed these suits, is available on the News Media List at FOIAProject.org. Figure 1shows the total number of FOIA cases filed by the news each year. Counts are available in Appendix Table 1 at the end of this report….(More)”.

Figure 1. Freedom of Information Act (FOIA) Cases Filed by News Organizations and Reporters in Federal Court, 2001–2020.

Embracing Innovation in Government: Public Provider versus Big Brother


The fourth report in this series by the OECD: “…explores the powerful new technologies and opportunities that governments have at their disposal to let them better understand the needs of citizens. The research shows that governments must balance the tensions of using data harvesting and monitoring, and technologies that can identify individuals, to serve the public interest, with the inevitable concerns and legitimate fears about “big brother” and risks of infringing on freedoms and rights. Through the lens of navigating Public Provider versus Big Brother, innovation efforts fall into two key themes:

Theme 1: Data harvesting and monitoring

Governments have access to more detailed data than ever before, but such access involves risks and considerations which require serious reflection on the part of government.

Theme 2: Biometric technologies and facial recognition

A range of biometric tools offer opportunities to provide tailored services, as well as the unprecedented ability to identify and track individuals’ behaviours and movements….(More)”.

Participation and the pandemic: how planners are keeping democracy alive, online


Viewpoint by Dan Milz and Curt D. Gervich: “….The COVID-19 pandemic has paved the way for a multitude of experiments in e-democracy as local governments strive to continue to hold public meetings; make and implement plans; issue permits, variances and zoning decisions; and gather public input while under quarantine. This paper anecdotally discusses the role of online participatory technologies (OPTs) during this time.

Amidst the obvious impacts, COVID-19 also represents a threat to public participation. Because meeting in person is too risky, local leaders are cautious about hosting meetings in which citizens, government agents and elected officials gather together in one place. Consequently, municipal and county governments, among others, are taking the public’s business online. The purpose of this Viewpoint is to jump-start a conversation about how we prepare planners for a future in which in-person meetings are not guaranteed and how planners might continue to incorporate new technologies when face-to-face meetings resume….(More)”.

Roadmap for Public Service Reform Rooted in Behavioral Science


Press Release by ideas42 and The Asia Foundation: “….a new report, Official Action: A Roadmap for Using Behavioral Science in Public Administration Reform. The insights in Official Action combine more than a decade of experience applying behavioral science to public policy with a deepening but still relatively new scientific literature.

Complexity is at the heart of public service reform. Such systems are characterized by being underbudgeted, limited by difficult power balances that don’t always lend themselves toward collaboration, hierarchical performance systems that serve the present not future, inter-agency territorial barriers to cooperation, among other issues. In the limited space for feasible reform within this complexity, behavior change may be the nudge required to wiggle open further efficiencies to change-minded alterations with potentially significant knock-on effects.

The COVID-19 pandemic has highlighted the need for innovative approaches to government reform as public institutions around the world struggle to perform basic functions like coordinating timely public information campaigns, steering economic resources to those who need them, and procuring essential medical and protective equipment and supplies. Official Action shows that these failures are not simply due to a lack of resources, accountability, competence, or motivation; but that they may be symptoms of the unique stresses that public servants face which, if left unchecked, can derail even the most dedicated officials.

The report offers new solutions to every day challenges, such as ensuring that all complaints and requests receive equal treatment; helping front-line bureaucrats operate efficiently despite increasing workloads; and fighting corruption within public institutions by demonstrating that governance failures are in large part due to the situations that public servants find themselves in, rather than individual shortcomings.

When barriers like constant changes in work environment, unrealistic workloads, and parallel systems for getting things done exist, the best policies to improve government performance will be those that support better use of public servants’ limited time and realign institutional incentives to encourage behavior change….(More)”.

A nudge in the right direction


Report by Partnership for Public Service and Grant Thornton: “The people of this nation depend on government to perform at the highest level. To optimize performance, some agencies are drawing on knowledge about human behavior to improve how they do business. By understanding how people process information and make decisions, and using that knowledge to inform how programs are designed and administered, those agencies
are producing better results—often quickly and at little cost.

At the Department of Education, staff and a team of outside researchers sent personalized text messages over the summer to high school graduates who had been accepted to college, boosting how many enrolled in the fall. The Department of Defense increased the number of service members who enrolled in the Thrift Savings Plan, the federal government’s retirement program, by nudging them at a “reset” point in their life—as they transferred to a new base. And an easier to understand letter from the Department of Agriculture’s National School Lunch Program asking participants to verify their eligibility led to a higher response rate and fewer
eligible participants losing access to the program.

While the application of behavioral insights has tremendous potential to improve the work of government, the movement is still in early stages.

To encourage more widespread use, the Partnership for Public Service and Grant Thornton hosted five workshops with federal employees between March and September 2020. The sessions examined how behavioral insights could improve processes and programs and deliver better agency performance.

This report presents the findings from those workshops, including insights from workshop presenters, many of whom are applying behavioral insights in their own agencies. It explains how behavioral insights can make government more effective; provides tips for choosing a behavioral insights project and getting leaders to buy in; describes how to test whether a behavioral insights project was successful; and offers guidance on how to build on the results of a test….(More)”.

Enhancing Government Effectiveness and Transparency: The Fight Against Corruption


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Report by The World Bank: “… has undertaken a fresh assessment of challenges governments face in tackling corruption, what instruments tend to work and why, and how incremental progress is being achieved in specific country contexts. This flagship report shows positive examples of how countries are progressing in their fight against corruption. It is part of a series of initiatives being led by the Equitable Growth, Finance & Institutions (EFI) Vice Presidency to reaffirm the Bank’s commitment to anticorruption. The report follows the Anticorruption Initiatives completed last December. It also informs our pending work on the Bank’s Anticorruption Action Plan – on how we will be implementing anticorruption work going forward.

The report draws on the collective experts of staff across the World Bank to develop ways for enhancing the effectiveness of anti-corruption strategies in selected sectors and through targeted policy instruments. It covers issues, challenges and trends in five key thematic areas: Public Procurement; Public Infrastructure; State Owned Enterprises; Customs Administration; and Delivery of Services in selected sectors. The report also focuses on cross-cutting themes such as transparency, citizen engagement and Gov-tech; selected tools to build integrity; and the role and effectiveness of anticorruption agencies, tax and audit administrations, and justice systems. It features a country case study on Malaysia that traces the history of a country’s anti-corruption efforts over the last few decades…(More)”.

“European Digital Sovereignty”: Successfully Navigating Between the “Brussels Effect” and Europe’s Quest for Strategic Autonomy


Paper by Theodore Christakis: “This Study discusses extensively the concept of “European Digital Sovereignty”. It presents the opportunities opened by the concept but also the risks and pitfalls. It provides a panorama of the major debates and developments related to digital/cyber issues in Europe. Here is the Executive Summary of the Study:

“The Times They Are A-Changin”. When Jean-Claude Juncker, then President of the European Commission, proclaimed in 2018 that “The Hour of European Sovereignty” had come, half of Europe criticized him, recalls Paul Timmers. Today hardly a day goes by in Europe, without a politician talking about “digital sovereignty”.

From a purely normative point of view, the concept makes little sense. It can only further accentuate the classic confusion surrounding the use of the term “sovereignty”, which is one of the most equivocal terms in legal theory and which has been criticized by a famous scholar for often being nothing more than “a catchword, a substitute for thinking and precision”. Still, from a political point of view, “European digital sovereignty” is an extremely powerful concept, broad and ambiguous enough to encompass very different things and to become a “projection surface for a wide variety of political demands”.

This study analyses in a detailed way the two understandings of the term: sovereignty as regulatory power; and, sovereignty as strategic autonomy and the ability to act in the digital sphere without being restricted to an undesired extent by external dependencies. While doing so, this study presents a panorama of the most recent le-gislative proposals (such as the Data Governance Act) and the most important debates on digital issues currently taking place at the European level: 5G deployment and cybersecurity concerns; international data transfers and foreign governments’ access to data after SchremsII; cloud computing; the digital services tax; competition law; content moderation; artificial intelligence regulation; and so many others….(More)”.

What we think we know and what we want to know: perspectives on trust in news in a changing world


Report by the Reuters Institute for the Study of Journalism: “…Trust in news has eroded worldwide. According to the Reuters Institute’s Digital News Report 2020, fewer than four in ten people (38%) across 40 markets say they typically trust most news (Newman et al. 2020). While trust has fallen by double digit margins in recent years in many places, including Brazil and the United Kingdom (Fletcher 2020), in other countries more stable overall trends conceal stark and growing partisan divides (see, for example, Jurkowitz et al. 2020).

Why is trust eroding, how does it play out across different contexts and different groups, what are the implications, and what might be done about it? These are the organising questions behind the Trust in News Project. This report is the first of many we will publish from the project over the next three years. Because trust is a relationship between trustors and trustees, we anticipate focusing primarily on audiences and the way they think about trust, but we begin the project by taking stock of how those who study journalism and those who practice it think about the subject. We want to be informed by their experiences and for our research to engage with how professional journalists and the news media approach trust so that it can be more useful in their work. Combining an extensive review of existing research on trust in news (including nearly 200 interdisciplinary publications) and original interviews on the subject (including 82 with journalists and other practitioners across several countries), we summarise some of what is known and unknown about trust, what is contributing to these trends, and how media organisations are seeking to address them in increasingly competitive digital environments.

Trust is not an abstract concern but part of the social foundations of journalism as a profession, news as an institution, and the media as a business. It is both important and dangerous, both for the public and for the news media – important for the public because being able to trust news helps people navigate and engage with the world, but dangerous because not everything is equally trustworthy; and important for the news media because the profession relies on it, but dangerous because it can be elusive and hard to regain when lost.

So if ‘trust is the new currency for success’, as the World Association of News Media has stated (Tjaardstra 2017), then how is it earned and what can this currency buy? For those who want to regain or retain it, it is not enough to do things that merely look good or feel good. Those things actually have to work or they risk making no difference, or worse, being counter-productive. Even when they do work, many of the choices involved in seeking to increase trust in accurate and reliable news may come with trade-offs. Our aim in the project is to gather actionable evidence to help journalists and news media make informed decisions about how best to address concerns around eroding trust….(More)”.

Silo Busting: The Challenges and Successes of Intergovernmental Data Sharing


Report by Jane Wiseman: “Even with the stumbles that have occurred in standing up a national system for sharing pandemic-related health data, it has been far more successful than previous efforts to share data between levels of government—or across government agencies at the same level.

This report offers a rich description of what intergovernmental data sharing can offer by describing a range of federal, state, and local data sharing initiatives in various policy arenas, such as social services, transportation, health, and criminal justice.

The report identifies seven common challenges that serve as barriers to more effective data sharing.  It uses insights developed from the range of case studies to identify key factors for successful intergovernmental data sharing, such as committed leadership, effective processes, and data quality. It then offers a set of recommendations to guide government officials on ways they could undertake data sharing initiatives, along with specific action steps they could take. For example, establishing an “ask once” goal for government data collection in order to reduce burdens on the public and businesses.

We hope this report provides leaders at all levels of government a roadmap that they can use to improve service delivery to the public and businesses, make better decisions about resource allocation in programs, and operate more seamlessly in serving citizens….(More)”.